Agenda of Ōtara-Papatoetoe Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Ōtara-Papatoetoe Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 20 May 2025, and the extraordinary minutes of its meeting, held on Tuesday, 10 June 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

7.1 Petition - Ōtara Gambling and Alcohol Action and Mapu Maia's Submission on "Stand up for Ōtara: Petition for a Safer, Stronger, Community"

Te take mō te pūrongo

Purpose of the report

1. Ōtara -Papatoetoe Local Board to consider enforcing alcohol ban in Ōtara Town Center, ending the tenancy of the Race Place TAB and issue trespass notices to individuals engaging in anti-social behaviour and public drinking outside TAB.

Whakarāpopototanga matua

Executive summary

2. Ōtara Gambling and Alcohol Action (OGAAG) is a local volunteer group which has been operating for twenty years and was established to address alcohol and gambling concerns and to advocate for the reduction of harm caused by alcohol and gambling in the Ōtara-Papatoetoe community.

3. In response to ongoing concerns of alcohol harm and anti-social behaviour in the Ōtara town centre, OGAAG created a petition calling for immediate changes to enhance the safety of the Ōtara Town Centre.

4. OGAAG in partnership wants to present to the Ōtara -Papatoetoe Local Board the petition and they urge the board to prioritise the following recommendations:

· Enforce the existing alcohol ban in the Ōtara Town Centre

· Terminate the tenancy of the Race Place TAB and seek a tenant whose presence contributes positively to the community.

· Ensure the closure of the Race Place TAB to address its impact on the surrounding area.

· Issue trespass notices to customers of the TAB who are consuming alcohol or engaging in anti-social behaviour outside the premises.

· Remove the exterior-facing TV screen at the Race Place TAB, which encourages loitering outside the TAB.

· Issue trespass notices to individuals purchasing alcohol from The Bottle-O Bairds Rd liquor store and consuming it within Ōtara Town Centre.

· Establish a security or community patrol.

5. Mapu Maia has a strong, ongoing partnership with OGAAG. They are a national service created by Pasifika, for Pasifika communities in Aotearoa, dedicated to achieving healthier and more equitable health outcomes.

6. Their goal is to build resilience against gambling harm through our care models, Talatalanoa and Va Tagata. Supported by Te Whatu Ora (TWO), they deliver crucial public health services and clinical interventions. Their primary focus is to reduce gambling harm within communities by offering individual and family counselling and social support services.

7. Mapu Maia will also present their submission in support of OGAAG’s petition. The petition is signed by their Chief Executive Officer of Mapu Maia.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whiwhi / receive the petition from Victoria Hearn from Ōtara Gambling and Alcohol Action (OGAAG) and Pesio Ah-Honi and Raymond Une on behalf of the Mapu Maia for their petition.

Attachments

a Ōtara Gambling and Alcohol Action (OGAAG) - Petition..................................................................................... 479

b Mapu Maia - Petition................................................... 481

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 Ōtara-Papatoetoe 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 - Counties Manukau Basketball Inc and Auckland Basketball Services

Te take mō te pūrongo

Purpose of the report

1. CEO of Auckland Basketball Services, Claire Hamilton, Community Manager of Auckland Basketball Services, Mel Bennett and Board Member - Counties Manukau Basketball Inc and Director - Auckland Basketball Services, Lewis Godsmark would like to formally introduce Counties Manukau Basketball Inc. and Auckland Basketball Services Ltd to the board.

2. They will share a summary of the mission of their organization and provide an overview of the current state of basketball in our region. They aim to highlight basketball's growing role in youth development, community engagement, and healthy lifestyles, while also addressing some of the key challenges they face - such as access to facilities, funding, and program sustainability.

3. They are here to foster a constructive dialogue with the board and Council, explore opportunities for partnership, and advocate for strategic support that will enable basketball to continue thriving as an inclusive and impactful sport in our region.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Board Member of Counties Manukau Basketball Inc and Director of Auckland Basketball Services, Lewis Godsmark, CEO of Auckland Basketball Services Claire Hamilton and Community Manager of Auckland Basketball Services, Mel Bennett for their deputation and attendance.

8.2 Deputation - All Heart NZ

Te take mō te pūrongo

Purpose of the report

1. Lindsay (LJ) Unuia the Chief Encourager at All Hearts NZ would like to introduce himself to the board and share the future plans, All Hearts NZ have for the community. They would also like to thank the board for the support, they have received for submitting the EOI for the Ōtara-Papatoetoe CRC.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakamihi / will thank Lindsay (LJ) Unuia the Chief Encourager at All Hearts NZ for his deputation and 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.”

Ōtara-Papatoetoe Local Board

17 June 2025

Cavendish Drive and Sharkey Street AUT Link Concept Design

File No.: CP2025/11730

Te take mō te pūrongo

Purpose of the report

1. To endorse the draft concept design of the Cavendish Drive & Sharkey Street AUT Link (walking and cycling) project.

Whakarāpopototanga matua

Executive summary

2. Eke Panuku Development Auckland is collaborating with Auckland Transport (AT) on the Transform Manukau urban regeneration programme, ensuring alignment with AT’s Manukau Cycling Network Programme to enhance transport connections and community spaces.

3. In 2020, Auckland Transport identified this project as part of its cycling network plan. Eke Panuku integrated it into the Transform Manukau Regeneration Programme, broadening its scope to include pedestrian upgrades, landscaping, and streetscape improvements.

4. As part of Transform Manukau, this initiative is one of four public realm (streetscape upgrade) projects focused on improving walking and cycling connections in central Manukau. It reflects the programme’s Key Moves, including: #2 Creating a vibrant heart, #4 Harnessing learning and innovation opportunities, and #5 Enhancing community connectivity.

5. A core objective of the project is to improve connectivity and safety for people walking or cycling between central Manukau and Auckland University of Technology (AUT). It focuses on upgrading an ‘L’-shaped route that links these key areas, covering Cavendish Drive, Sharkey Street, and connecting to Osterley Way.

6. While the original concept plan included more extensive improvements, budgetary constraints have required a refined scope. The revised concept design prioritises safety, active transport enhancements, and urban amenity while working within the available funding.

7. Key features of the design include:

· Safer and more accessible walking and cycling routes from Manukau town centre to AUT

· High-quality public space enhancements, such as seating, lighting, wider footpaths and increased levels of planting to boost the liveability and vibrancy of Manukau.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) endorse the concept design of the Cavendish Drive & Sharkey Street to AUT Link project as per Attachment A.

Horopaki

Context

8. Under the Manukau Spatial Delivery Plan 2022, this project was identified as project 19 (Figure 1: Manukau Spatial Delivery Plan), the Cavendish Drive & Sharkey Street to AUT Link project)

9. This project is one of four public realm (streetscape upgrade) initiatives designed to enhance walking and cycling connections in the heart of Manukau, aligning with Manukau’s Key Moves #2 Creating a vibrant heart, #4 Harnessing learning and innovation opportunities and #5 Enhancing community connectivity by:

· promoting walkability by providing a wider footpath along Cavendish Drive and Sharkey Street as well as a protected cycle path through the Auckland Transport pop-up cycle way both along Cavendish drive and Sharkey Street.

· delivering increased levels of tree cover to assist with attractive streets and additional pedestrian and cyclist shade and shelter.

10. Eke Panuku have worked with the Ōtara-Papatoetoe Local Board since the inception of the Transform Manukau programme and have provided regular updates to ensure the views of the local board are considered and consistent with the strategic vision outlined in the High-Level Project Plan (HLPP) and Framework Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The high-level benefits for the project are:

· A more vibrant and people-friendly Manukau – Enhancing public spaces to create a more welcoming and enjoyable environment.

· Better cycling connections – Making it easier to bike the “last mile” within Manukau town centre safely.

· Safer streets for everyone – Reducing the risk of serious crashes and injuries for cyclists and pedestrians.

· Supporting a greener future – Encouraging zero-emission travel options like walking and cycling.

· More greenery and shade – Increasing tree canopy cover and landscaping to make Manukau cooler and more inviting.

· Boosting development potential – Creating a more attractive and connected town centre that encourages future investment.

12. The project will incorporate soft landscaping and tree planting to help reduce the urban heat island effect, making Manukau a greener and cooler place.

13. A carefully selected mix of Pacific and native plants, chosen for their resilience to Tāmaki Makaurau’s climate, soil, and environment, will be featured. The design will prioritise colour, texture, and year-round visual interest, creating a landscape that is both functional and visually appealing.

14. Eke Panuku will also:

· review the design to ensure it meets health and safety standards throughout the design process

· undertake a crime prevention through environmental design (CPTED) review

· undertake a lighting review

· ensure safety in its design and seek feedback from relevant AT subject matter experts

15. The concept design involves:

· Installing a bi-directional cycle way on the eastern side of Sharkey Street to facilitate north-south active mode movements

· Installing eastern raised crossings along Ronwood Avenue

· An eastern raised crossing at the Sharkey Street/Ronwood Avenue roundabout to support north-south active mode movements.

· An interim bi-directional cycleway south of Ronwood Avenue, using concrete separators within the existing road carriageway, with long-term streetscape improvements planned when the Council-owned parking area at 9 Osterley Way is redeveloped.

· Rubber speed humps on Sharkey Street and Osterley Way at reconstructed vehicle crossings.

· Asphalt milling and reconstruction on the eastern side of Sharkey Street to manage costs.

· Intersection improvements at Great South Road, including four raised pedestrian crossings.

Tauākī whakaaweawe āhuarangi

Climate impact statement

16. Operational emissions are likely to be minimal as the project aims to encourage the public to use active modes of transport. The upgraded streetscape will facilitate this by creating a safe walking and cycling connection between AUT along Cavendish Drive through to Sharkey Street.

17. Construction activity will increase emissions through the manufacturing of building materials and products, and through use of plant machinery on site etc. The project will attempt to mitigate these emissions, as well as addressing waste to landfill, through materials choices and the procurement process to appoint a contractor to deliver the works.

18. The project team have also engaged the council’s urban ngahere specialist team and will work closely with them to ensure the tree and planting species proposed are in keeping with Auckland Council’s Urban Ngahere Strategy. The project aims to provide enough canopy to offset losses from the construction of the road over time and to help reduce the heat island effect that is prevalent in Manukau.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The Cavendish Drive and Sharkey Street to AUT Link project represents a collaborative effort between Auckland Transport, Auckland Council and Eke Panuku. This initiative aims to enhance connectivity in the area, benefiting both locals and commuters. The design phase of this project will be managed by Eke Panuku, ensuring that the plans align with the Transform Manukau vision for improved infrastructure and seamless transportation links. Auckland Transport has a larger programme of work in the area and will manage the construction and delivery of the project. This approach ensures that only one contractor is present in the space at a time, streamlining the process and minimising disruptions.

20. Eke Panuku has been working with both Auckland Transport and Auckland Council’s Community Facilities during the concept design around functionality and maintenance. Key feedback themes received include: plant species, safety, ensuring the design meets Traffic Design Manual standards. The feedback will be incorporated during the next phase of design.

21. Auckland Transport and Auckland Council’s Community Facilities will be involved during the developed and detailed design phases to mitigate functionality and maintenance queries, post completion.

22. Auckland Transport will maintain the road after it has been vested, while the streetscape will be managed by Auckland Council’s Community Facilities.

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

Local impacts and local board views

23. An initial concept design was presented to the local board in 2023. A further update on an updated finalised concept plan presented at the 28 January 2025 workshop, with comments being broadly supportive.

24. The project aligns with the Ōtara-Papatoetoe Local Board Plan 2023 outcomes of:

· Climate action: investment in transport initiatives that promote walking, cycling and public transport and improve health outcomes and enhancement and protection of the canopy cover through increased awareness, education, and planting initiatives

· Our environment: Increased greenspace and tree canopy cover

· Our places: Accessible, reliable and safe transport options for all and Attractive and welcoming spaces and neighbourhoods.

25. Engagement on the concept design was carried out with targeted stakeholders, including local businesses and students. A flyer was distributed to approximately 919 property owners in the project area, and additional flyers were disseminated through Business Manukau’s network to reach local businesses. Two drop-in sessions were held in June 2025 at the Business Manukau’s office, to provide businesses with an opportunity to learn more about the project and have their questions addressed. A door-knocking initiative targeting businesses within the immediate project area is scheduled for 5 June 2025.

26. In collaboration with Auckland Transport, we also engaged with students from AUT and Manukau Institute of Technology (MIT) through an interactive activation during their Orientation Day events. Feedback was gathered from more than 170 students as part of this initiative. While private vehicles remain the dominant mode of transport, primarily due to convenience and the distance they need to travel, there is a clear willingness among respondents to consider alternative modes. Improved safety, infrastructure, and amenities such as lighting, shade, shelter, and clear signage were frequently cited as key reasons for walking, cycling, or using public transport. Additionally, the cost of parking emerged as a potential lever for encouraging a shift away from car use.

Tauākī whakaaweawe Māori

Māori impact statement

27. Eke Panuku engages regularly with mana whenua to help shape the future direction of projects within Manukau town centre. This process adheres to Eke Panuku Māori Outcomes Framework intended to identify key opportunities, themes and aspirations which are important to mana whenua and how they can be incorporated into the various Eke Panuku projects that sit within the Transform Manukau Framework Plan.

28. Feedback received from mana whenua included the need for adequate lighting for pedestrian crossings – this was confirmed to be addressed by the existing lighting on the main road. The topic of stormwater treatment was also highlighted, as there is currently no treatment before discharge to the awa. There is an expectation for the implementation of treatment devices or tree pits, with Kaitiaki willing to meet with Auckland Transport to discuss maintenance. The project team will evaluate the scope and budget for water treatment, although it was noted that treating the entire catchment might exceed the budget. While Mahi Toi is not the main priority, it may be included depending on design opportunities, with Sharkey Street identified for potential artwork under the Manukau Public Arts programme.

Ngā ritenga ā-pūtea

Financial implications

29. Eke Panuku engages regularly with mana whenua to help shape the future direction of projects within Manukau town centre. This process adheres to Eke Panuku Māori Outcomes Framework intended to identify key opportunities, themes and aspirations which are important to mana whenua and how they can be incorporated into the various Eke Panuku projects that sit within the Transform Manukau Framework Plan.

30. Feedback received from mana whenua included the need for adequate lighting for pedestrian crossings – this was confirmed to be addressed by the existing lighting on the main road. The topic of stormwater treatment was also highlighted, as there is currently no treatment before discharge to the awa. There is an expectation for the implementation of treatment devices or tree pits, with Kaitiaki willing to meet with Auckland Transport to discuss maintenance. The project team will evaluate the scope and budget for water treatment, although it was noted that treating the entire catchment might exceed the budget. While Mahi Toi is not the main priority, it may be included depending on design opportunities, with Sharkey Street identified for potential artwork under the Manukau Public Arts programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. The following key risks for the project have been identified and a mitigation has been proposed to respond throughout the project lifecycle:

· Risk: Lack of communication with AT to ensure that the road reserve meets AT approval requirements, may result the road design not meeting AT standards, redesign work for Eke Panuku.

Mitigation: Eke Panuku has an AT representative on the design team who has advised the team to date. The project team will also apply for engineering approval which will be a formal process that checks that all the requirements from the different council departments have been met.

· Risk: Businesses and other stakeholders affected by the pop-up cycle way and improvements with the footpath not in support of the improvements.

Mitigation: Early engagement and continuous feedback from stakeholders to ensure they are taken along the journey to help rally support and meet the needs of the stakeholders.

Ngā koringa ā-muri

Next steps

32. Eke Panuku will be working alongside Auckland Transport (AT) to develop the design and continue to align the timelines with AT construction period.

33. Eke Panuku will transfer the project to AT to deliver the construction.

34. Eke Panuku will continue working with AT, council’s Community Facilities and Urban Ngahere teams and Ngaati Tamaoho, Te Ākitai Waiohua, Ngaati Te Ata Waiohua on the developed and detailed design the project.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Cavendish Dr and Sharkey St AUT Link Concept Plan	21

Ngā kaihaina

Signatories

Authors	Mridula Duffadar, Senior Project Manager
Authorisers	Richard Davison - Priority Location Director, Eke Panuku Development Auckland

Ōtara-Papatoetoe Local Board

17 June 2025

Manukau Cycle Network Stage 1

File No.: CP2025/12664

Te take mō te pūrongo

Purpose of the report

1. Request support from Ōtara-Papatoetoe Local Board for the Manukau Cycle Network Stage-1 cycling and walking improvements to proceed with construction.

Whakarāpopototanga matua

Executive summary

2. In 2017, the Auckland Cycling Programme Business Case (PBC), updated in 2022, was adopted by project partners to provide an overarching direction and set out cycling investment priorities for the city. To achieve this, $306 million in cycleway funding has been allocated within the Auckland Regional Land Transport Plan (RLTP) over the 2021-31 period.

3. The PBC justified funding for cycling projects across Auckland, including Manukau and Māngere East, with the investment supporting and prioritising active travel modes, enabling cycling to play a greater role in meeting people’s transport needs.

CAM PBC Link: Cycling and Micromobility - Programme Business Case

4. Following this, Single Stage Business Cases (SSBC) were undertaken to confirm this investment over a 9-year programme of Manukau. Link.

5. The identified network designs were divided into two stages - Stage 1 and Stage 2. This report refers only to Stage-1 of the delivery. Stage-2 concept designs are being developed, and the local board will be engaged as the design progresses.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) tautoko / support the construction of the proposed improvements along

i) Cavendish/Lambie Drive Intersection Improvements: Minor improvements at the intersection and installation of cycle separators between this intersection up to Sharkey Street. The proposal includes zebra crossings on slip lanes and widening the existing footpath at the corners.

ii) Cavendish Drive Footpath Widening: Approximately 90m of existing footpath widening along 199 Cavendish Drive.

iii) Lambie Drive: A signalised pedestrian and cyclist crossing at 33 Lambie Drive connecting to Eke Panuku’s project along Hayman Park. This links Hayman Park with the Manukau Supa Centre.

iv) Cambridge Terrace: Upgrading existing chicanes, speed bumps, and applying sharrow markings and approximately 400m of footpath widening on Cambridge Terrace.

v) Clendon Avenue: Refurbishing existing chicanes and adding sharrow markings.

b) tuku / provide an update to the local board before construction.

Horopaki

Context

6. Climate Change: Through the Change Response (Zero Carbon) Amendment Bill, Government has set a domestic greenhouse gas emissions reduction target for New Zealand to reduce net emissions of all greenhouse gases to zero by 2050. Along with it the He Pou a Rangi Climate Change Commission provided advice to Government on climate change action, including reducing transport emissions by:

· Reducing the reliance on cars (or light vehicles), and supporting people to walk, cycle or use public transport.

· Encourage an urban form that minimises the need to travel long distances.

· Increasing cycling by 150%, with higher increases in Auckland.

The Manukau Cycling project is aligned to these goals and should the SSBC meet its aspiration of a 7% cycle mode share, this will correspond to a 1,900% increase in cycling in Manukau, contributing toward the 150% national increase recommended by the Commission.

7. Climate Change: Te Tāruke-a Tāwhiri is Auckland councils plan to adapt to the impacts of climate change by accelerating investments in cycleways. Te Tāruke-a Tāwhiri calls for cycling mode shares to increase to 7% by 2030 and to 9% by 2050. This project contributes to the above goals by supporting cycling and improving access to rapid transit network.

8. Road Safety: Road to Zero is the government’s strategy to inform road safety improvement in New Zealand between 2020-2030. The strategy acknowledges that while humans make mistakes and crashes are inevitable, no one should die while travelling on the road. The Manukau cycle network aligns with Road to Zero by providing safe and fit for purpose cycling facilities in the area.

9. Urban Development: The NPS-UD will allow significantly greater residential growth within walking distance of centres and train stations, while also removing the requirement for developers to provide car parking. The project shifts increase the need for improved cycling connections around the area.

10. Wider Transport Goals: The Government Policy Statement on Land Transport priorities 4 strategic outcomes relating to safety, better transport options, improving freight connections and climate change. The Manukau project directly aligns to the safety, better transport options and climate change strategic outcomes of this policy.

11. Auckland’s Growth: The Auckland Unitary Plan enables intensification of Metropolitan centres such as Manukau. This intensification requires better connected communities and safe travel choices. This project supports the growth by allowing people to choose cycling and walking for short trips.

12. Auckland’s Transport System: Auckland’s Regional Land Transport Plan (RLTP) sets out the region’s land transport objectives, priorities and measures over the next 10 years and how transport agencies intend to respond to growth and other challenges.

13. The Manukau cycle network will primarily gain funding through the RLTP’s on-going cycling programme but may additionally be funded other programmes.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The image below shows the context of the existing cycleways in South Auckland and how the proposed improvements connect the missing links.

A map of a city

Description automatically generated

15. The current proposal along Cavendish Drive connects to existing cycleways on the western side of Cavendish and the proposed links on Great South Road.

16. The proposal for Lambie Drive ensures a safe crossing for commuters traveling between Hayman Park and Manukau Supa Centre.

17. Cambridge Terrace and Clendon Avenue are low-speed areas, and the improvements will focus on enhancing the existing infrastructure. During the team's site visit, it was noted that the chicanes will require rebuilding, which will be included as part of the project.

A close-up of a sidewalk

AI-generated content may be incorrect.

18. Projects will result in changes to how people move through or around their local areas. The community and Local Board have been engaged. The project team also engaged with the Manukau Business Association and sought feedback. More details on the engagement method and timelines can be found in the attachments.

19. The project team presented the design to the Local Board in March 2024, September/October 2024 and March 2025. Key feedback and project team responses from previous presentations are as follows.

Local Board feedback	Project team response
Confirm the impact on Level of Service at Lambie Drive Crossing	Traffic Modelling done and shared with the Local Board confirming there is no impact on the existing level of service.
Construction time considering this proposal is on arterial routes.	The construction of these improvements will be undertaken during night works to minimise disruption.

20. A community workshop was held with key stakeholders at the Manukau: Heart of the South offices in September 2024.

21. Local engagement with businesses along the construction route, supported by Manukau – Heart of the South, took place through drop-in sessions between February and April 2025.

22. Following the verbal support provided by the local board on the 13th of May, AT would like the local board to support the construction of the improvements to enable walking and cycling in the local area.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. This report does not have a direct impact on climate, however, the projects it refers to will.

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. AT has been collaborating with Auckland Council’s parks and community facilities to assess any potential impact on tree roots. Approval from the tree owner, along with an arborist report, has been submitted to the council.

27. AT has also been working with Eke Panuku on projects along Sharkey Street and Cavendish Drive.

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

Local impacts and local board views

28. Projects will result in changes to how people move through or around their local areas. The community and Local Board have been engaged. The project team also engaged with the Manukau Business Association and sought their feedback. More details on the engagement method and timelines can be found in the attachments.

29. Note that this project has no impact on existing parking capacity on the proposed route except for Cambridge Terrace.

A map of a neighborhood

AI-generated content may be incorrect.

30. The project team presented the design to the Local Board in March 2024, September/October 2024, March 2025 and the last workshop held on 13 May 2025 sought verbal endorsement from the board to proceed with construction. The Local Board verbally stated their support for the project.

Tauākī whakaaweawe Māori

Māori impact statement

31. The project has been engaging with mana whenua since the beginning of the project. The last update provided to Manu Whenua was in January 2025 and May 2025.

32. AT will continue Mana Whenua engagement as the project progresses

Ngā ritenga ā-pūtea

Financial implications

33. There are no financial implications to the Local Board.

34. Funding for the project is identified in the RLTP 2024-34 as part of the Cycleway projects (lower cost) line item. Funding for implementation is 100% local share.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

35. Funding for the project is identified in the RLTP 2024-34 as part of the Cycleway projects (lower cost) line item. Funding for implementation is 100% local share.

36. AT has Health and Safety practices in place for all projects and the same will be followed during construction.

37. The construction is planned to happen during night works to avoid any disruptions in the daytime.

Ngā koringa ā-muri

Next steps

38. Project-specific letters are being mailed out with proposal details. The areas covered by this mail-out can be seen in the image below. Please note that the extent will include Cambridge Terrace and Clendon Avenue, which are currently not shown here.

37. AT will advise the affected residents, businesses and the Local Board before commencing construction on site.

38. The next steps include completion of the detailed design and commencement of procurement for construction. The indicative timeline for procurement is between July and August 2024.

39. The indicative timeline for construction would be between September and November 2024.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors	Nisha Veerakesavan, Senior Project Manager, AT
Authorisers	Biserka Stetic, Investigation and Design Manager, S&E, AT

Ōtara-Papatoetoe Local Board

17 June 2025

Ōtara-Papatoetoe Local grants round two 2024/2025 grant allocations

File No.: CP2025/05407

Te take mō te pūrongo

Purpose of the report

1. To fund, part-fund or decline applications received for the Ōtara-Papatoetoe Local Grant round two 2024/2025.

Whakarāpopototanga matua

Executive summary

2. The Ōtara-Papatoetoe Local Board adopted its grants programme for 2024/2025 on 21 May 2024 (OP/2024/50), as provided in Attachment A. The document sets application guidelines for contestable community grants submitted to the local board.

3. This report presents applications received in this round as provided in Attachment B.

4. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $271,165 for the 2024/2025 financial year. Noting that in an earlier report this was at $275,165 but has since been corrected and the below figures reflect this change.

5. 19 Excellence Awards were funded for a total of $7,850 in July 2024. This left a total of $263,315 remaining available for two local grant rounds as well as two quick response rounds.

6. Five Excellence Awards were funded for a total of $3,600 in August 2024. This left a total of $259,715 remaining available for two local grant rounds as well as two quick response rounds.

7. One Excellence Award was funded for a total of $1,425 in September 2024. This left a total of $258,290.00 remaining available for two local grant rounds as well as two quick response rounds.

8. Quick Response round one received a total of 31 applications requesting a total of $58,261.92. $31,248.46 was allocated, however one application withdrew after the decision leaving $228,541.54 remaining for one Quick Response and two Local Grant rounds.

9. One additional Excellence Award was funded for a total of $1,500 in September 2024. This left a total of $227,041.54 remaining available for two local grant rounds as well as one quick response round.

10. Local Grant round one received a total of 53 applications requesting a total of $721,777.19. $141,950 was spent, leaving $85,491.54 for the two remaining rounds.

11. Additional Excellence Awards were funded in November 2024 for a total of $2,700 and one other was funded in March 2025 for $200, leaving a total of $82,591.54.

12. Several Excellence Awards were refunded for a total of $450, leaving a total of $83,041.54

13. Quick Response round two received a total of 17 applications, requesting a total of $31,747.63. $9,860 was funded leaving $73,181.54 for one remaining round.

14. $35,825.93 was returned as underspend from application LG2513-172, increasing the amount remaining to $109,07.47.

15. Local Grant round two received a total of 45 applications requesting a total of $412,204.63.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / agree to fund, part-fund or decline each application received as follows:

Application ID	Organisation	Main focus	Requesting funding for	Amount requested	Eligibility
LG2513-202	Paradise Pacifika Senior Citizens Association	Community	Towards venue hire, catering and sound system hire at 11 Laureston Avenue from 24 March 2025 to 21 April 2025	$2,000.00	Eligible
LG2513-204	Faith City Trust Board	Community	Towards travel costs, focus pads boxing glove purchase at Allan Brewster Recreation Centre from 1 July 2025 to 31 August 2025	$12,960.00	Eligible
LG2513-205	Indian Association (Manukau) New Zealand	Community	Towards bus hire, DJ hire and flowers at 25 Tui Road from 4 August 2025 to 5 October 2025	$5,000.00	Eligible
LG2513-208	'Naad' Charitable Trust (NZ)	Arts and culture	Towards venue hire, artist fees, equipment hire, advertising and videography at NAAD Community Centre from 26 July 2025 to 30 June 2026	$26,500.00	Eligible
LG2513-209	Mobility Assistance Dogs Trust	Community	Towards dog food from 25 July 2025 to 30 September 2025	$2,000.00	Eligible
LG2513-211	CM Sports Society Account	Community	Towards driving lessons, online courses, licence test costs and admin set up fees from11 March 2025 to 11 November 2025	$3,051.00	Eligible
LG2513-213	School Start First Impressions	Community	Towards phone bill costs from 1 May 2025 to 1 May 2026	$2,239.92	Eligible
LG2513-215	Life Education Trust Counties Manukau	Community	Towards operating costs from 25 August 2025 to 21 September 2025	$11,445.00	Eligible
LG2513-216	Otara Scorpion Volleyball Club	Sport and recreation	Towards venue hire, volleyball equipment and uniforms at Ōtara Pool and Leisure Centre from 20 March 2025 to 31 October 2025	$10,000.00	Eligible
LG2513-218	Paradise Pacifika Senior Citizens Association	Sport and recreation	Towards venue hire and catering at 20 Chieftain Rise from 30 April 2025 to 30 April 2026	$2,000.00	Eligible
LG2513-225	Guardians of Our Children Charitable Trust	Community	Towards operational costs at 46 Fair Mall from 1 July 2025 to 30 June 2026	$15,000.00	Eligible
LG2513-226	Mangere Budgeting Services	Community	Towards wages, cooking classes, compostable plates, cups, gas, water, recipe cards and games from 28 April 2025 to 30 June 2025	$2,000.00	Eligible
LG2513-229	Mr Y A Gounder & Mrs M M Gounder	Arts and culture	Towards training for two dancers from 1 July 2025 to 12 December 2025	$1,000.00	Ineligible
LG2513-230	Papatoetoe Chess Club	Community	Towards coaching, laptops and trophies at 247 Great South Road from 1 August 2025 to 17 December 2025	$3,723.62	Eligible
LG2513-233	Auckland United Oromo Community Incorporated	Community	Towards advertising, catering, prizes, koha and equipment hire at Cornwall Park on 21 September 2025	$4,000.00	Eligible
LG2513-234	Momentum Charitable Trust	Community	Towards six financial and life skill workshops at Ōtara and Manukau Probation Centre	$10,170.00	Eligible
LG2513-235	South East Auckland Senior Citizens' Ass	Community	Towards venue hire, catering, sound system, DJ hire, hall decorations and performer costs on 11 October 2025	$23,000.00	Eligible
LG2513-237	All Heart NZ Charitable Trust	Community	Towards equipment purchases, labour and truck hire costs at 16 Cavendish Drive from 1 July 2025 to 31 December 2026	$10,000.00	Eligible
LG2513-239	Disability Sport Auckland Incorporated	Community	Towards mobile rock wall hire, mobile farm hire, inflatable basketball game, candy floos machine, face painting, balloon twisting, popcorn machine, snow cone machine and venue hire of Manukau Tennis Centre on 15 June 2025	$4,175.00	Eligible
LG2513-240	Otara Blue Light	Community	Towards wages, insurance, petrol, van leasing, training operational costs, workshops and storage at Ormiston Police Station from 1 July 2025 to 1 January 2026	$93,822.40	Eligible
LG2513-243	Habitat for Humanity Northern Region Limited	Community	Towards winter warmer packs	$2,000.00	Eligible
LG2513-246	South East Auckland Senior Citizens' Ass	Community	Towards venue hire, catering, performer hire, sound system hire and DJ hire on 13 December 2025	$11,900.00	Eligible
LG2513-247	Re-Creators Charitable Trust	Community	Towards wages, materials, travel costs from 1 July 2025 to 30 September 2025	$4,960.00	Eligible
LG2513-248	The TYLA Trust	Community	Towards wages, travel, catering and activity entry costs from 2 July 2025 to 5 October 2025	$5,455.22	Eligible
LG2513-251	PHAB Association Inc	Community	Towards taxi costs at Allan Brewster Leisure Centre from 2 June 2025 to 2 April 2026	$10,000.00	Eligible
LG2513-253	Counties Manukau Touch Association Incorporated	Sport and recreation	Towards balls, whistles, cones and pumps	$1,934.55	Ineligible
LG2513-255	Auckland Basketball Services Ltd	Sport and recreation	Towards venue hire of Allan Brewster Stadium from 1 July 2025 to 31 October 2025	$5,000.00	Eligible
LG2513-256	Manukau Beijing Opera Society Incorporated	Arts and culture	Towards venue hire of Papatoetoe Town Hall from 3 July 2025 to 18 December 2025	$2,900.00	Eligible
LG2513-258	Counties Manukau Badminton Assn Incorporated	Sport and recreation	Towards coach wages and affiliation fees from 1 July 2025 to 30 June 2026	$6,500.00	Eligible
LG2513-262	Paradise Pacifika Senior Citizens Association	Community	Towards venue hire, sound system hire, DJ hire, catering, decoration and performer hire on 11 October 2025	$4,180.00	Eligible
LG2513-263	Breathe Move Enliven Limited	Community	Towards venue hire, catering, advertising and wages at Papatoetoe Town Hall from 26 July 2025 to 28 November 2026	$12,030.00	Eligible
LG2513-264	Kiwi Malayali Club Auckland Incorporated	Sport and recreation	Towards photography, catering, trophies and venue hire at 90 Walters Road on 21 February 2026	$9,850.00	Eligible
LG2513-265	Action Education Inc	Arts and culture	Towards facilitation costs for 20 spoken word workshops at Tangaroa College from 1 July 2025 to 1 January 2026	$5,000.00	Eligible
LG2513-266	Papatoetoe Adolescent Christian Trust	Community	Towards food costs at 311 Great South Road from 1 July 2025 to 8 December 2025	$5,000.00	Eligible
LG2513-267	DJ Sarra Events Limited	Community	Towards venue hire, decorations, sound system hire, lighting hire and DJing service at A1 Event Centre on 8 August 2025	$5,570.00	Eligible
LG2513-268	Papatoetoe Central Main Street Society Incorporated	Events	Towards overall costs for a Matariki Celebration at Papatoetoe Town Centre on 5 July 2025	$7,000.00	Eligible
LG2513-269	Brain Play Limited	Community	Towards 3D printer hire and Laptop hire from 1 July 2025 to 31 July 2025	$2,811.75	Eligible
LG2513-270	Totara Hospice Account	Community	Towards cushions and wheelchairs at 140 Charles Prevost Drive	$4,939.00	Eligible
LG2513-271	Holy Cow Media Limited	Arts and culture	Towards transport, accommodation, wages and venue hire from 14 August 2025 18 August 2025	$3,950.00	Eligible
LG2513-272	Totara Farm Trust	Community	Towards health and safety costs from 1 June 2025 to 31 December 2025	$10,000.00	Eligible
LG2513-273	Auckland Wheelbreakers incorporated	Sport and recreation	Towards venue hire of 30 Bairds Road from 1 July 2025 to 31 December 2025	$4,130.00	Eligible
LG2513-274	Otara Business Association	Events	Towards overall costs for a Matariki Celebration at Otara Town Centre on 12 July 2025	$7,000.00	Eligible
LG2513-275	DJ Sarra Events Limited	Community	Towards venue hire, lighting hire, DJ hire and decorations at 16 Waokauri Place on 15 November 2025	$15,765.00	Eligible
LG2513-278	Papatoetoe Rugby Football Club	Sport and recreation	Towards coaches, tags, belts and lunch packs at Kolmar Sports Centre from 23 September 2025 to 3 October 2025	$6,942.17	Eligible
LG2513-279	Pacific Enterprise People Ltd	Community	Towards wages, venue hire, printing, catering, transport from 1 July 2025 to 31 August 2025	$13,300.00	Eligible
Total				$412,204.63

Horopaki

Context

16. 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.

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

18. The local board grants programme sets out:

· local board priorities

· lower priorities for funding

· higher priorities for funding

· exclusions

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

· any additional accountability requirements.

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

24. 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

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

26. Staff will provide feedback to unsuccessful grant applications on request so they can increase their chances of success next time.

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

29. The Ōtara-Papatoetoe Local Board has set a total community grants budget of $271,165 for the 2024/2025 financial year. Noting that in an earlier report this was at $275,165 but has since been corrected and the below figures reflect this change.

30. 19 Excellence Awards were funded for a total of $7,850 in July 2024. This left a total of $263,315 remaining available for two local grant rounds as well as two quick response rounds.

31. Five Excellence Awards were funded for a total of $3,600 in August 2024. This left a total of $259,715 remaining available for two local grant rounds as well as two quick response rounds.

32. One Excellence Award was funded for a total of $1,425 in September 2024. This left a total of $258,290.00 remaining available for two local grant rounds as well as two quick response rounds.

33. Quick Response round one received a total of 31 applications requesting a total of $58,261.92. $31,248.46 was allocated, however one application withdrew after the decision leaving $228,541.54 remaining for one Quick Response and two Local Grant rounds.

34. One additional Excellence Award was funded for a total of $1,500 in September 2024. This left a total of $227,041.54 remaining available for two local grant rounds as well as one quick response round.

35. Local Grant round one received a total of 53 applications requesting a total of $721,777.19. $141,950 was spent, leaving $85,491.54 for the two remaining rounds.

36. Additional Excellence Awards were funded in November 2024 for a total of $2,700 and one other was funded in March 2025 for $200, leaving a total of $82,591.54.

37. Several Excellence Awards were refunded for a total of $450, leaving a total of $83,041.54

38. Quick Response round two received a total of 17 applications, requesting a total of $31,747.63. $9,860 was funded leaving $73,181.54 for one remaining round.

39. $35,825.93 was returned as underspend from application LG2513-172, increasing the amount remaining to $109,07.47.

40. Local Grant round two received a total of 45 applications requesting a total of $412,204.63.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

42. Following the Ōtara-Papatoetoe Local Board allocation of funding for this round, staff will notify the applicants of the local board’s decision and facilitate payment of the grant.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Otara Papatoetoe Local Board Programme 2024 2025	47
b ⇩	Otara Papatoetoe Local Grant Round Two Application Summary 2024 2025	55

Ngā kaihaina

Signatories

Authors

James Boyd - Senior Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 June 2025

Ōtara-Papatoetoe Local Board

17 June 2025

Approval of the 2025/2026 Ōtara-Papatoetoe Local Board Local Environmental Management Work Programme

File No.: CP2025/11415

Te take mō te pūrongo

Purpose of the report

1. To seek approval of the 2025/2026 Ōtara-Papatoetoe Local Environmental Management Work Programme.

Whakarāpopototanga matua

Executive summary

2. Each year a Local Environmental Management Work Programme is developed to respond to the outcomes and objectives identified in the Ōtara-Papatoetoe Local Board Plan 2023 and available operational budget from the board. This report presents the proposed Ōtara-Papatoetoe Local Board’s Local Environmental Management Work Programme and associated budgets for approval for the 2025/2026 financial year (see Attachment A to the agenda report).

3. The 2025/2026 work programme is the first to be delivered under the new Fairer Funding model and Local Board Funding Policy, approved to give effect to the Governing Body’s decisions as part of the Long-term Plan 2024-2034.

4. The work programme has been developed through a series of workshops between October 2024 and May 2025, where the local board provided feedback to staff on programme and activity prioritisation. The development of projects has been guided by the 2023 Local Board Plan, the continued successful delivery of 2024/2025 programmes (in particular those from Healthy Waters and Flood Resilience and the Environmental Services and Sustainable Initiatives teams) and the desire from the board to develop further programmes that deliver on water quality improvements in local awa.

5. Further detail on what each project will deliver and how is detailed in the analysis and advice section and in Attachment A. Feedback from these workshops has informed the proposed work programme.

6. The proposed Ōtara-Papatoetoe Local Board Local Environmental Management Work Programme includes the following activities to be delivered in 2025/2026, with budgets as listed below:

· Community climate action engagement Ōtara-Papatoetoe - $17,500

· Eco-Neighbourhoods Ōtara-Papatoetoe - $38,000

· Huringa whanonga mōkai ngeru: Cat owner behaviour change - $7,500

· KaiWaka - $55,520

· Manukau Harbour Forum - $10,435

· Ope; Creating Sustainable Community with Ōtara-Papatoetoe Enviroschools - $46,000

· Otara Bike Programme Ōtara-Papatoetoe Local Board – $20,000

· Pest Free South Auckland - $71,000

· Stream Restoration and Community Engagement Ōtara-Papatoetoe - $117,000

7. The proposed work programme has a total value of $382,955 which can be funded from within the board’s draft operational budget for the 2025/2026 financial year.

8. For transparency, the proposed work programme also notes the development of the regionally funded Ōtara-Papatoetoe Local Board, Community and Business Emergency Response Plans and resilience programme as delivered by Auckland Emergency Management (Attachment B to the agenda report).

9. Updates on the delivery of this work programme and the regionally emergency management work programme will be provided through the board’s quarterly performance reports and any adjustments to the local board funded programme will be sought via the local board. The programme and projects have been prepared to be delivered within the financial year. If the board chooses to not approve the proposed local board work programme there is a risk that some outcomes will not be delivered or will need to be adjusted.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakaae / approve its 2025/2026 Local Environmental Management Work Programme and associated budget allocation, as summarised in the table below (Attachment A):

Activity name	2025/2026 budget for approval
Community climate action engagement Ōtara-Papatoetoe	$17,500
Eco-Neighbourhoods Ōtara-Papatoetoe	$38,000
Huringa whanonga mōkai ngeru: Cat owner behaviour change	$7,500
KaiWaka	$55,520
Manukau Harbour Forum	$10,435
Ope; Creating Sustainable Community with Ōtara-Papatoetoe Enviroschools	$46,000
Otara Bike Programme Ōtara-Papatoetoe Local Board	$20,000
Pest Free South Auckland	$71,000
Stream Restoration and Community Engagement Ōtara-Papatoetoe	$117,000
Total	$ 382,955

b) tuhi ā-taipitopito / note the regionally funded Ōtara-Papatoetoe Local Board, community and business emergency response plans and resilience programme as delivered by Auckland Emergency Management (Attachment B).

Horopaki

Context

11. On an annual basis, each local board decides which activities to allocate its annual budget toward through a series of workshops. The local board feedback in these workshops has informed the development of the proposed Local Environmental Management Work Programme for 2025/2026 (Attachment A).

12. The proposed work programme responds to the Environmental and People objectives identified in the Ōtara-Papatoetoe Local Board Plan 2023. The specific objectives reflected in the work programme are:

· rangatahi (youth) are active, learning and shaping community life

· communities leading on sustainability and climate action

· restored biodiversity and improved water quality in local streams, the Manukau Harbour, and the Tāmaki Estuary

· increased greenspace and tree canopy cover.

13. The following adopted strategies and plans also guided the development of the work programme:

· Ōtara-Papatoetoe Climate Action Plan (2023)

· Auckland Waste Management and Minimisation Plan (2018)

· Te Rautaki Ngahere ā-Tāone o Tāmaki Makaurau - Auckland's Urban Ngahere (Forest) Strategy 2019

· Mahere ā-Rohe Whakahaere Kaupapa Koiora Orotā mō Tāmaki Makaurau Auckland Regional Pest Management Plan 2020 – 2030

· Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan (2020).

14. The development of the work programme has been informed by staff and feedback received from the local board at workshops. The rationale for the projects and the anticipated outcomes are discussed in attachment A and the analysis and advice section below.

Tātaritanga me ngā tohutohu

Analysis and advice

Proposed Local Environmental Management Work Programme developed for 2025/2026

15. The proposed work programme is made up of activities continuing from previous financial years, including ongoing programmes. These programmes contribute towards the delivery of the Ōtara-Papatoetoe Local Board Plan 2023 environmental objectives, as detailed above.

16. This report seeks local board approval for budgets and activities in 2025/2026.

17. The proposed activities for delivery as part of the board’s 2025/2026 Local Environmental Management Work Programme are detailed in Attachment A. Additional details in the development of these programmes are as follows:

Community climate action engagement Ōtara-Papatoetoe – $17,500

18. The community climate action engagement programme involves engaging a local community group or contractor to run engagement stalls at local markets, churches, libraries or community events to provide information on climate action, what households can do to reduce their emissions and build resilience.

19. This programme responds to the Ōtara-Papatoetoe Climate Action Plan goal ‘to increase our communities understanding of and capacity to respond to climate change’.

20. The local board has indicated that it would like to contribute $17,500 to fund this programme in the 2025/2026 financial year.

EcoNeighbourhoods Ōtara-Papatoetoe – $38,000

21. EcoNeighbourhoods started in Ōtara-Papatoetoe in 2022/2023. This programme supports local groups of neighbours (generally, six or more different households) to undertake a sustainable living activity with the support of a facilitator and seed funding.

22. The programme aims to connect like-minded neighbours across local suburbs and supports them to make a real difference in climate change action together. EcoNeighbourhoods looks to support and activate grass-roots community initiatives that create small changes that can lead to big impacts in reducing emissions and building community connections.

23. The focus for the coordinator to date has been on promoting the programme and establishing new groups. The goal for 2025/2026 is to increase the number of groups to 8-10 from the current seven. Since the programme began, it has expanded to connect over 25 neighbourhood groups and has run events and projects that meet outcomes including:

· educating locals on ways to reduce their power bills and keep their homes warm

· supporting volunteer maintenance of backyard gardens

· supporting a volunteer-run street seed library

· running vegetarian cooking classes that use affordable recipes

· providing clothes mending kits and educating locals on basic clothes mending and upcycling to promote sustainability.

24. A comprehensive evaluation of the Econeighbourhoods programme was conducted in 2023, which noted evidence of the programme contributing to greater community cohesion and connection. For some of the participants surveyed, EcoNeighbourhoods was seen to provide hope and an opportunity for positive action in the face of climate change.

25. In 2024/20245 the local board provided $38,000 to fund this programme. Staff recommend that the local board allocate $38,000 towards this programme in 2025/2026.

Huringa whanonga mōkai ngeru: Cat owner behaviour change – $7,500

26. The Huringa whanonga mōkai ngeru: Cat owner behaviour change programme has been delivered in the Ōtara-Papatoetoe Local Board area since 2022/2023.

27. Cats that are not desexed or microchipped contribute to an increasing stray cat population in Auckland, which has negative impacts on native bird populations. In 2012, a study estimated there were 22 stray cats per square kilometre in Ōtara – evidencing the need in this community for increased desexing and microchipping of owned cats to prevent growth in the stray cat population. One undesexed female cat can have 96 to 120 kittens within its lifetime, and so stray cat numbers are growing.

28. Since the programme began, demand for the subsidy has been consistent and the SPCA have contributed extra funding to top up the programme.

29. For $7,500, between 40 and 80 cats will be microchipped and desexed. Pricing for desexing varies for female cats, pregnant female cats and male cats.

30. In 2024/2025 the local board provided $7,500 to fund this programme. Staff recommend that the local board again allocate $7,500 towards this programme in 2025/2026.

KaiWaka – $55,520

31. The KaiWaka programme (previously known as Lets Grow Boundary) started in 2022/2023. The focus of the programme is to support grassroots gardening and community composting to create a sustainable food source, promote health and wellbeing and connect people to their land and cultural foods.

32. In 2025/2026, the programme has the goal of creating a food sanctuary where locals can restore, reconnect to the land, their cultural foods, each other and themselves. To achieve this goal, the project aims to:

· nurture and maintain the operation of ‘ko’anga’ nursery to grow seedlings all year round while using the space to educate community on growing kai

· create a relationship with neighbouring organisation such as Church or Early Childhood Education to implement the whenua-to-whenua initiative: to collect local food scraps for composting onsite at Boundary Road to divert waste from landfill, reduce greenhouse gas emissions while feeding Papatuānuku Mother Earth

· establish a food forest at the Boundary Road site where the community can access locally grown fruits, nuts and materials for weaving

· build a seed sanctuary/ library onsite at Boundary Road for seed exchange.

33. In 2024/2025 the local board provided $55,520 to fund this programme. Staff recommend that the local board allocate $55,520 towards this programme in 2025/2026.

Manukau Harbour Forum – $10,435

34. The local board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2025/2026 financial year. The nine local boards surrounding the Manukau Harbour (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards) are all part of the forum and have an interest in protecting and restoring the mauri of the harbour.

35. The local board has indicated that it would like to continue to fund the Manukau Harbour Forum in the 2025/2026 financial year. The nine local boards surrounding the Manukau Harbour (Franklin, Māngere-Ōtāhuhu, Manurewa, Maungakiekie-Tāmaki, Ōtara-Papatoetoe, Papakura, Puketāpapa, Waitākere Ranges, and Whau Local Boards) are all part of the forum and have an interest in protecting and restoring the mauri of the harbour.

36. In 2025/2026 financial year, the programme aims to focus on strengthening engagement with community and mana whenua partners. The Rangatahi Environmental Action Leaders (REAL) team will receive ongoing support, with their programme aligned with the aspirations of elected members and partners. The funding towards this programme will also include:

· the employment of a forum coordinator to work between 11 to 15 hours per week

· a Rangatahi Environmental Action Leaders wānanga for youth to raise awareness of the harbour, connecting them with the forum's objectives to improve water quality, biodiversity, reduce waste and enhance local areas

· the continued rollout of the communications plan to advocate for improving the health of the harbour and to raise awareness of the issues and initiatives relating to the harbour with a series of community wānanga to discuss priorities and concerns regarding the harbour and allow environmental community groups to connect

· a rangatahi will be recruited for a part-time mentoring programme during school holidays, spanning 10 days over nine weeks.

37. For 2025/2026, all nine-member local boards have been asked to contribute $10,435 towards a proposed total budget of $93,915 for the Manukau Harbour Forum.

Ope Phase Two: Building Sustainable Community Ōtara-Papatoetoe through Enviroschools – $ 46,000

38. To continue momentum for a sustainable future in Ōtara-Papatoetoe, Ope consolidates and builds on the foundations established in the previous six years.

39. In 2024/2025, the number of Enviroschools has risen from five to 15 and through informal mentoring, new schools become engaged and new Enviroschools are expected to begin. Deepening practice of 15 Enviroschools and growing numbers to respond to community sustainability and environmental initiatives like Puhinui regeneration and climate action plan to mobilise young people through Enviroschools to contribute and participate in meaningful learning and action. Growing the number of Enviroschools and including providing Enviroschools learning aides for local employment and training.

40. The board has indicated that it would like to continue to fund the Ope: building sustainable community programme in the 2025/2026 financial year.

41. Funding for the 2025/2026 financial year will support:

· catalyst fund and teacher release for buddy relationships between new and established Enviroschools

· fund for climate activation projects for schools

· delivery of two action days for the local environment and Lalaga for building resilience and wellbeing for young Pasifika students

· Manaakitanga for clusters once a term and workshops

· mana whenua consultation and Mātauranga Māori for engagement with schools and community.

42. The local board has indicated that it would like to contribute $46,000 to fund the Ope Phase Two: Building Sustainable Community Ōtara-Papatoetoe in the 2025/2026 financial year.

Otara Bike Programme Ōtara-Papatoetoe Local Board - $20,000

43. This is a new programme that will deliver a range of bike related initiatives by utilising locally based delivery partners who can deliver into schools and the community programme with local delivery partners.

44. The programme will support the Ōtara Bike Hub to deliver community-led bike initiatives encouraging family to ride bikes safely.

45. The local board recommends to allocate $20,000 towards this programme in 2025/2026.

Pest Free South Auckland –$71,000

46. Pest Free South Auckland maintain momentum for the Pest Free Auckland vision across the Māngere-Ōtāhuhu, Ōtara-Papatoetoe, Manurewa and Papakura Local Board areas by continuing to fund a local Pest Free South Auckland coordinator.

47. The project was first proposed in 2020/2021 and continues to support residents with pest plant and animal control in their own backyards and in local reserves. This will allow the ngahere, native birds, and other wildlife to flourish.

48. The Ōtara Waterways and Lake Trust is leading the project in Ōtara-Papatoetoe. This funding will enable the trust to employ a part time Project Manager, a local activator and a pest free assistant.

49. In 2024/2025 the local board contributed $71,000 towards this programme. The local board has indicated it will allocate $71,000 towards this programme in 2025/2026.

Stream Restoration and Community Engagement Ōtara-Papatoetoe - $117,000

50. This programme is a continuation of the Ōtara Waterways and Lake Trust, which delivers a series of stream restoration and community engagement activities in the Ōtara-Papatoetoe Local Board area. This programme will continue to support the trust with budget for staff and other resources to deliver the projects.

51. This programme aims to sustain stream restoration and community engagement in the Ōtara-Papatoetoe Local Board area, building on previous investments of restored areas. Restoration activities include planting, weed management, and ecological monitoring.

52. The Ōtara Waterways and Lake Trust will adopt a place-based approach, focusing on five key sites to create vibrant, well-used spaces. Community engagement will offer residents opportunities to learn about and care for the stream.

53. In 2024/2025 the local board contributed $120,000 towards this programme. The local board has indicated it will allocate $117,000 towards this programme in 2025/2026/

Regionally funded programme

54. In addition to the previously noted programmes, this report includes regional funded delivery from Auckland Emergency Management. Updates on the delivery of this work programme and will be provided through the board’s quarterly performance reports and any adjustments to the local board funded programme will be sought via the local board.

Ōtara-Papatoetoe Local Board, community and business emergency response plans and resilience programme

55. Over 2025/2026 Auckland Emergency Management will increase community disaster awareness and emergency readiness in local board areas by:

· giving presentations to key interested community groups with an interest in supporting their community during an emergency

· promoting and embedding the local board emergency readiness and response plans through social media, libraries, work with community groups and at key events (where appropriate)

· empowering with key council staff, Neighbourhood Support, Citizen Advice Bureau and key community groups with emergency readiness messaging, so they too can support their communities to be emergency ready

· supporting interested Community Emergency Hubs, Community Resilience Groups, marae, faith-based centres and others in emergency readiness activities. This can include training (first aid and psychological first aid), and support in community/ marae emergency hub planning and/ or community response planning on request.

Tauākī whakaaweawe āhuarangi

Climate impact statement

56. In June 2019 Auckland Council declared a climate emergency and in response to this the council adopted the Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan in July 2020.

57. In addition, the Ōtara-Papatoetoe Local Board has developed a Climate Action Plan which sets out how climate change mitigation and adaptation can be pursued in the Ōtara-Papatoetoe area by focusing on the actions that individuals and the local board can take. Projects meeting the goals detailed in the Ōtara Papatoetoe Local Climate Action Plan are noted in the table below.

58. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

59. Table 1 outlines the activities in the 2025/2026 work programme that have an impact on greenhouse gas emissions or contribute towards climate change adaptation.

Table 1: Climate impact assessment of proposed activities

Activity name	Climate impact
EcoNeighbourhoods	This project will contribute towards reduced carbon emissions through encouraging and enabling local residents to make changes in personal lifestyle or respond in community-based ways, creating new social norms. This project pursues the local climate action plan goals of: · increase our communities understanding of and capacity to respond to climate change · support and enable our residents to make sustainable food choices · increase the ability of residents to enjoy seasonal and locally produced food with a low carbon footprint, increasing community understanding of, and capacity to respond to climate change · enhance community understanding of the role of trees in climate change mitigation · support households to reduce energy consumption.
KaiWaka	Re-directing food scraps from landfill through this work programme will reduce greenhouse gas emissions created when food scraps go to landfill. This project pursues the local climate action plan goals of: · increase our communities understanding of and capacity to respond to climate change · support and enable our residents to make sustainable food choices · increase the ability of residents to enjoy seasonal and locally produced food with a low carbon footprint · 100 per cent Ōtara-Papatoetoe food waste composted by 2030 · Taiao is flourishing.
Ope; Creating Sustainable Community with Ōtara-Papatoetoe Enviroschools	Intergenerational and action-learning approaches to climate action encouraged through this work programme will contribute to lowering carbon emissions footprints. These include waterway restoration, waste minimisation, urban ngāhere forest regeneration, sustainable transport, local food production and energy and water use efficiencies. This project pursues the local climate action plan goals of: · increase our communities understanding of and capacity to respond to climate change · enhance community understanding of the role of trees in climate change mitigation · support and enable our residents to make sustainable food choices.
Community climate action engagement Ōtara-Papatoetoe	This programme involves engaging a local community group or contractor to run engagement stalls at local markets, churches, libraries or community events to provide information on climate action, what households can do to reduce their emissions and build resilience. This project pursues the local climate action plan goals of: · increase our communities understanding of and capacity to respond to climate change · enhance community understanding of the role of trees in climate change mitigation · support and enable our residents to make sustainable food choices.
Otara Bike Programme Ōtara-Papatoetoe Local Board	This programme will deliver a range of bike related initiatives by utilising locally based delivery partners who can deliver into schools and the community programme with local delivery partners. This project pursues the local climate action plan goals of: · active recreation through local parks and reserves is available to all.
Pest Free South Auckland	The improved health of native biodiversity will improve the resilience of Auckland’s indigenous ecosystems against the impacts of climate change. Additionally, the increase of trees through planting and pest control will help reduce carbon in the atmosphere. This project pursues the local climate action plan goals of: · protect existing ngahere · restore biodiversity and improve water quality in local streams, the Manukau harbour and the Tāmaki estuary · Taiao is flourishing.
Manukau Harbour Forum	This programme seek to restore freshwater ecosystems and reduce pollution into the Manukau Harbour by engaging with landowners, industry, and community members around pollution reduction and restoration. Freshwater ecosystems provide many ecosystem services such as flood mitigation, habitat for native biodiversity and carbon sequestration (riparian planting). These services are enhanced when the ecosystems are enhanced.
Stream Restoration and Community Engagement Ōtara-Papatoetoe	This programme will enhance climate resilience by restoring riparian zones at eight stream sites improves waterways' ability to cope with extreme weather events, reducing flooding and erosion risks, supporting Auckland’s adaptation to increased storm intensity and heavy rainfall. It will develop community education by Educating residents about the importance of clear overland flow paths and sustainable stream care enhances local understanding and preparedness for climate-related risks.

60. Each activity in the work programme is assessed to identify whether it will have a positive, neutral or negative impact on greenhouse gas emissions and contributing towards climate change adaptation.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

61. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

62. In particular, the attached Local Environmental Management Work Programme reflects the integrated activities developed by Environmental Services, Healthy Waters and Flood Resilience, Parks and Community Facilities and Waste Solutions.

63. Healthy Waters staff delivering the Ōtara-Papatoetoe Stream Restoration and Community Engagement project will work closely with Parks and Community Facilities staff, as some of the restoration work is undertaken on public land.

64. Collaboration is also ongoing between Waste Solutions and Parks and Community Facilities staff to align the KaiWaka programme with other community gardening initiatives and procure space for their activities.

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

Local impacts and local board views

65. The projects proposed for inclusion in the board’s Local Environmental Work programme will have positive environmental outcomes across the Ōtara-Papatoetoe Local Board area. Particular focus areas for the 2025/2025 work programme include the Tāmaki Estuary, Ōtara Creek reserve, Te Irirangi reserve and Kohuora Park. The Pacific Vision Aotearoa community group are also involved in the delivery of the work programme.

66. The projects noted above align with the 2023 Our Environment and Our People outcomes in the local board plan. The proposed work programme has been considered by the local board in a series of workshops from November 2024 to May 2025. The views expressed by local board members during the workshops have informed the recommended work programme.

Tauākī whakaaweawe Māori

Māori impact statement

67. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its broader obligations to Māori.

68. The work programme includes activities that aim to deliver outcomes for and with Māori, in alignment with the strategic priority areas outlined in Kia ora Tāmaki Makaurau (Auckland Council’s Māori Outcome Framework). Progress on how the activities are achieving these outcomes will be reported to the local board on a quarterly basis.

69. Staff recognise that environmental management, water quality and land management have integral links with the mauri of the environment and concepts of kaitiakitanga.

70. Table 2 outlines the activities in the 2025/2026 work programme that contribute towards the delivery of specific Māori outcomes.

Table 2: Māori outcome delivery through proposed activities

Activity name	Māori outcome	Māori outcome description
EcoNeighbourhoods	Kaitiakitanga	The facilitator will endeavour to engage Māori in the project through neighbourhood groups. Groups will also be encouraged to implement projects that respond to mana whenua concerns, interests and solutions required in relation to climate change as identified through development of a local climate action plan for the board area.
Manukau Harbour Forum	Kaitiakitanga, Realising rangatahi potential and Te reo Māori	Māori youth will be involved in the youth sustainability wānanga and are supported to develop and implement projects relevant to them and their communities. The wānanga also engages with kaumātua from Makaurau Marae to provide advice and mātauranga Māori that informs programme delivery. During the wānanga, te reo Māori is actively promoted, as a key component of programme delivery. Mana whenua and iwi will be approached by the coordinator as a part of the engagement programme and communications plan to continue to guide and provide advice to any group or interested person/s as kaitiaki of the Manukau Harbour.
Ope; Creating Sustainable Community with Ōtara-Papatoetoe Enviroschools.	Kia Ora te Taiao Kaitiakitanga Kia Ora te Ahurea Kia Ora te Rangatahi Kia Ora te Umanga Kia Ora te Whānau	Ope will continue to nurture Māori relationships through collaborative manaakitanga and kaitiakitanga action with mana whenua, Ngāti Te Ata Waiohua, Ngāti Ōtara, hāhi (churches), and the wider local Māori community. Teachers from schools involved in the programme will receive professional development guided by Māori perspectives. The Enviroschools programme has strong kaupapa Māori content. Connections will be strengthened by growing synergies with Enviroschools sister Māori immersion programme, Te Aho Tū Roa.
Pest Free South Auckland	Kaitiakitanga Realising Rangatahi potential Whānau and tamariki wellbeing	We seek to empower mana whenua to be kaitiaki of the natural environment. We have engaged with representatives of iwi local to Ōtara-Papatoetoe regarding the PFSA project and they have been supportive. We are also working with Te Pua Ngā Maara Awa Rangers to restore the Puhinui catchment. We are currently working with marae and local iwi. There are opportunities for mana whenua to join the steering group and setting up marae to be PFSA hubs. The Ōtara lake and waterways trust who runs PFSA in Ōtara-Pāpatoetoe works closely with hapori Maori, through the work of the Trust’s Kaitakawaenga. Through the Trust’s Maori advisory board, He Kotuku, will be actively seeking advice from mana whenua and hapori maori on planned projects. Through He Kotuku, there will be the ability for PFSA to seek advice on their projects. Pest Free South Auckland aims to be exemplary Tiriti o Waitangi partners –to continue our learning in all things Te Ao Māori and to support Māori outcomes where appropriate.
Stream Restoration and Community Engagement Ōtara-Papatoetoe	Kia Ora te Taiao Kaitiakitanga Kia Ora te Rangatahi Kia Ora te Ahurea Kia Ora te Reo	The Trust acknowledges the kaitiakitanga of the 12 mana whenua iwi and hapū in the catchment, and will seek opportunities to work alongside them to determine their priorities in restoration. The Trust’s Kaitakawaenga will facilitate Māori engagement and relationships, working across Local Hapu to identify designated representation and their understanding of and commitment to the kaupapa, enhancing the Trust’s capability in Te Ao Māori, Tikanga Māori, Te Reo, and Te Tiriti o Waitangi. Of particular importance is the Trust’s work to facilitate Māori engagement and relationships in the selection and design of kaimahi initiatives, organising opportunities for hapori Māori to connect with te taiao, and supporting broader kaupapa Māori community events delivered by the Trust.

71. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

72. Through Long-term Plan 2024-2034, the Governing Body adopted the new ‘Fairer Funding’ model, which changes how the level of funding is allocated for each local board. This is reflected in the Local Board Funding Policy 2025 to be implemented starting financial year 2025/2026.

73. Under Fairer Funding, Ōtara-Papatoetoe Local Board has not received any additional funding in the 2025/2026 financial year.

74. The proposed Local Environmental Management Work Programme for 2025/2026 totals to $382,955 of the local board’s operational budget. This budget represents discretionary funding that the local board uses to support projects they wish to realise. This amount can be accommodated within the board’s total draft budget for 2025/2026.

75. The proposed work programme also notes regionally funded programmes for coastal renewals and Auckland Emergency Management.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

76. If the proposed Local Environmental Work Programme is not approved in a timely manner, there is a risk that activities may be delayed or not delivered within the financial year. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

77. Risks and mitigations for new activity lines were considered during the scoping phase. There may be risks associated with trialling a new activity for the first year. These will be continually assessed and reported to the local board.

78. Resourcing of the work programme is based on current staff capacity within departments. Therefore, changes to staff capacity may also have an impact on work programme delivery.

79. Table 3 shows the key risks associated with activities in the proposed 2025/2026 work programme, as well as proposed mitigations.

Table 3: Key risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
EcoNeighbourhoods	Finding locals interested in being part of groups.	Staff will work to identify local networks, schools, churches, libraries, cultural organisations, etc.	Low
Huringa whanonga mōkai ngeru: Cat owner behaviour change	There is potential that other animal welfare groups may wish to also receive funding for animal desexing.	This can be managed by directing them to competitive funding avenues such as the Regional Environment and Natural Heritage grants. The SPCA service is the best set up to provide online booking systems, translations in multiple languages, and a well-known, trusted brand to encourage uptake.	Low
Manukau Harbour Forum	This project faces the risk in recruiting a passionate rangatahi to mentor. There is a risk in maintaining community interest or momentum post-symposium	A recruitment plan will include current connections thru Sustainable Schools and will be extended into youth organisations and thru kura kaupapa connection highlighting the mentorship opportunity as a valuable learning and possible career path. Regular updates and connection has been planned via a newsletter across groups already connected with and the attendees at the symposium will be asked to join up to this panui.	Low
Ope; Creating Sustainable Community with Ōtara-Papatoetoe Enviroschools.	There is a risk of weather and/or climate emergency events that may impact the operations of the programme. There is a risk regarding number of schools engaged in the programme. There is a risk within the schools’ capacity to meet the new national expectations regarding curriculum delivery.	This would be mitigated by rigorous monitoring of weather forecasting prior to events, as well as following comprehensive Health & Safety protocols to manage them. This would be mitigated by consistently building network incentives and opportunities for local schools to engage and enable to programme to grow. This would be mitigated by the Sustainable Schools programme work, which specifically aims to deliver according to the Ministry of Education expectations and programme to help schools.	Low
Community climate action engagement Ōtara-Papatoetoe	There is a risk of finding a suitable local contractor to deliver the program.	This will be mitigated by working with existing networks in the area such as Beautification Trust, Pest Free South and others.	Medium
Pest Free South Auckland	The programme faces the risk of budget unavailability.	Without full funding for the staff, project activities would need to be reduced or cut from the programme to deliver within its funding level.	Low
Otara Bike Programme Ōtara-Papatoetoe Local Board	This programme relies on the Bike Hub programme continuing to operate. Bike events can be negatively affected by poor weather	The Bike Hub programme is long standing and has a good track record. Planning most events over the summer period when weather is more likely to be favourable.	Low
Stream Restoration and Community Engagement Ōtara-Papatoetoe	There is a risk of lack of funding to operate the programme. There is a risk of adverse weather events that would impact the normal operations of the programme. The risk exists of lack of uptake into the programme from local iwi.	The Ōtara Waterways and Lake Project Manager actively seeks alternative and additional funding sources to mitigate the risk of insufficient funds. The is weather contingency plans in place to mitigate this, by incorporating contingency plans ensures preparedness for adverse weather, minimizing disruptions. There is continuous community engagement to mitigate this, as the Trust's long-standing relationship with the local community helps mitigate the risk of low participation.	Low

80. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

81. Delivery of the activity in the approved work programme will commence once approved and continue until 30 June 2026. Activity progress will be reported to the local board on a quarterly basis.

82. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board Local Environmental Management Work Programme 2025-2026	313
b ⇩	Ōtara-Papatoetoe Local Board Auckland Emergency Management Work Programme 2025-2026	319

Ngā kaihaina

Signatories

Authors

Ignacio Quinteros - Relationship Advisor

Authorisers

Barry Potter - Director Resilience and Infrastructure

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 June 2025

Approval of the 2025/2026 Ōtara-Papatoetoe Local Board Community work programme

File No.: CP2025/11731

Te take mō te pūrongo

Purpose of the report

1. To approve the 2025/2026 Ōtara-Papatoetoe Local Board Community work programme and its associated budget (Attachment A).

Whakarāpopototanga matua

Executive summary

2. This report presents the 2025/2026 Ōtara-Papatoetoe Local Board Community work programme for approval from the following departments:

· Community Wellbeing (Community)

· Grants and Incentives (Group Finance)

· Parks and Community Facilities (Community)

· Pools and Leisure (Community)

· Service Investment and Programming (Policy, Planning and Governance)

· Service Strategy and Partnerships (Group Strategy & CEs Office)

3. In addition, the 2026/2027 and 2027/2028 Community – Parks and Community Facilities capex work programme is presented for approval in principle.

4. To support delivery of the outcomes and aspirations highlighted in the local board name Local Board Plan 2023, departments present a work programme for local board approval each financial year. This details the activities to be delivered within the local council services group of activities provided in the Long-term Plan 2024-2034.

5. The 2025/2026 work programme is the first to be delivered under the new Fairer Funding model and the revised Local Board Funding Policy, which take effect from 1 July 2025. This will give effect to the Governing Body’s decisions as part of the Long-term Plan 2024-2034.

6. The 2025/2026 Ōtara-Papatoetoe Local Board Community work programme (work programme) has been developed with the local board providing feedback to staff on project and activity prioritisation through a series of workshops. The workshops were held between October 2024 and May 2025.

7. The work programme development process takes an integrated approach to planning activities, involving collaboration between the local board and staff from across the council.

8. Within the Community directorate’s capital work programme, several projects have been identified as part of the Risk Adjusted Programme (RAP). The Parks and Community Facilities department has identified several projects from the 2026/2027 and 2027/2028 financial years to form part of the RAP.

9. Approval is sought for the planning and design of the RAP projects to commence during the 2025/2026 financial year. This will be done so that the identified projects can be prioritised if other, already approved projects cannot be delivered, face higher costs or are delayed due to unforeseen reasons.

10. The work programme includes projects proposed to be funded from regional budgets, which are subject to approval by the Community Committee. This includes Slips Prevention, Sustainability and Local Parks and Sports Field Development budgets (also referred to as Growth budgets). The local board can provide formal feedback on these regional projects by way of resolutions to this report.

11. The work programme includes references to the recent decisions on the 2025/2026 Annual Budget and the Long-term Plan 2024-2034 decisions.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whai / approve the 2025/2026 Ōtara-Papatoetoe Local Board Local Board Community work programme and its associated budget (Attachment A to the agenda report).

b) whai / approve in principle the 2026/2027 and 2027/2028 Community – Parks and Community Facilities Capex work programme (Attachment A to the agenda report).

c) whai / approve the Risk Adjusted Programme projects identified in the 2026/2027 and 2027/2028 Ōtara-Papatoetoe Community work programme (Attachment A to the agenda report).

d) whakarite / provide feedback for consideration by the Community Committee on projects funded from the Slips Prevention, Sustainability and Local Parks and Sports Field Development regional budgets (Attachment B to the agenda report).

e) tuhi ā-taipitopito / note that funding for the Slips Prevention, Sustainability and Local Parks and Sports Field Development budgets is subject to approval by the Community Committee.

Horopaki

Context

12. The Auckland Plan 2050 (Auckland Plan) is council’s long-term spatial plan to ensure Auckland grows in a way that will meet the opportunities and challenges ahead. It aims to contribute to Auckland’s social, economic, environmental and cultural wellbeing.

A diagram of a plan

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13. Local board plans align with the Auckland Plan and set out local community priorities and aspirations. The 2025/2026 Ōtara-Papatoetoe Local Board-Papatoetoe Local Board Community work programme (work programme) in turn aligns to not only the local board plans, but the appropriate Auckland Council plans, policies and strategies.

14. Work programme activities align to the following 2023 Local Board Plan outcomes:

· Our people

· Our environment

· Our community

· Our places

· Our economy.

15. Development of the work programme is based on consideration of community needs and priorities. It also considers the availability of resources and funding, Te Tiriti o Waitangi obligations, external partnerships and risk assessment.

16. The Community directorate provides a wide range of services, facilities, open spaces and information which supports communities to connect, enjoy and embrace the diversity of Auckland’s people, places and natural environment. These are designed and delivered locally to meet the unique needs of the local community.

17. The work programme includes:

· the maintenance and operational budgets for parks and community facilities like libraries, pools, recreation and community centres

· programmes for community development,⁠ events, play, sport and recreation

· grants for community groups and facilities

· community leases

· provision of service asset management advice.

18. Attachments A and B to this report provide detail about the specific projects and programmes proposed to be delivered.

19. Development of the work programme follows an integrated approach to planning activities. This approach ensures that competing opportunities are adequately assessed and managed, that any efficiencies in teams working together are maximised, and to avoid any potential conflicts. This collaboration happens alongside the Resilience and Infrastructure directorate and with the following departments:

· Community Wellbeing (Community)

· Grants and Incentives (Group Finance)

· Parks and Community Facilities (Community)

· Pools and Leisure (Community)

· Service Investment and Programming (Policy, Planning and Governance)

· Service Strategy and Partnerships (Group Strategy and Chief Executive’s Office)

20. The Community directorate Environmental Services department’s work programme will be presented for approval under a separate report.

Tātaritanga me ngā tohutohu

Analysis and advice

21. The work programme demonstrates the phasing of programme and project delivery for the 2025/2026 financial year.

22. Delivery of the work programme commences from 1 July 2025. In some cases, the work programme comprises a continuation of implementation from previous financial years. These programmes include annually occurring events or projects and ongoing programmes.

23. Table 1 summarises the approval status required for the three financial years presented within the work programme.

Table 1: Community services local board work programme approvals

Department

2025/2026

2026/2027

2027/2028

Parks and Community Facilities (capex)

Approve

Approve in principle

Community Wellbeing

Parks and Community Facilities (opex)

Pools and Leisure

Service Investment and Programming

Service Strategy and Partnerships

Approve

N/A

24. This is the second work programme that responds to the Ōtara-Papatoetoe Local Board Plan 2023. It includes new programmes and projects intended to deliver on the local board plan objectives and initiatives.

Parks and Community Facilities (capex)

25. The Parks and Community Facilities capex work programme is a three-year rolling programme of work. The intention is so that delivery and financial commitments against the capital works programme can be planned. Draft capital (capex) work programmes for financial years 2025/2026 and 2027/2028 were prepared by Parks and Community Facilities staff. These were discussed with local boards during workshops in March and May 2025.

26. Approval of unique multi-year projects, particularly capital works, in the 2025/2026 financial year work programme may lead to contractual commitments to future budgets, in order to complete the project in either the 2026/2027 or 2027/2028 financial year. The 2025/2026 financial year work programme includes projects with contractual commitments approved in principle as part of the 2024/2025 financial year work programmes.

27. To start delivery of the work programme from 1 July 2025, the work programmes must be approved in June 2025. A delay in this timeframe will jeopardise the ability to fully deliver the local boards’ work programme in the coming year.

28. Any potential impacts to local projects as a result of decisions made by the Governing Body, will be made on a project-by-project basis after July 2025.

Opex work programmes

29. The remainder of the work programme’s operational expenditure (opex) is presented for a single year. Work programmes considered in subsequent years will reflect the new funding effective from July 2025.

30. Staff will formally update the local board on the delivery of the work programme by way of quarterly performance reports. Additionally, Parks and Community Facilities will continue to provide informal monthly updates on work programme performance.

Fairer Funding

31. The draft work programme is based on the budgets in the 2025/2026 Annual Plan consultation. This reflects the newly adopted Fairer Funding model which takes effect from 1 July 2025. Local board feedback has been provided based on this information, as the work programme workshops occurred before the Governing Body’s decision on the Annual Budget.

32. The Fairer Funding model allocates new funding, approved through the Long-term Plan 2024-2034, to local boards currently identified as being funded below equitable levels. This allocation aims to achieve significant equity for most local boards in both opex and capex budgets.

33. A new Local Board Funding Policy will be in effect from financial year 2025/2026 to enable the Fairer Funding model’s delivery. Under this new policy, local boards will no longer have the distinction of asset-based services (ABS) and locally driven initiatives (LDI) funding.

Work programme budget types and purpose

34. Work programme activities are funded from various budget sources, depending on the type of delivery. Some activities within the work programme are funded from two or more sources, including from both local and regional budgets.

35. Table 2 outlines the different budget types and their purpose in funding the work programme.

Table 2: Work programme budget types and purpose

Budget type	Description of budget purpose
Local opex	Allocated to deliver local activities at or above region wide minimum service levels. This includes allocating funds for local asset-based services, grants and staff time to deliver activities, and to advance local operational activities at the discretion of the local board.
Local capex	A fund dedicated to the partial renewal or full replacement of assets, including those in local parks and community facilities. Alternatively, the funds can be used for the development of new capital assets at the discretion of the local board.
Growth (local parks and sports field development)	Primarily funded through development contributions, a regional fund to improve open spaces. This includes developing newly acquired land into parks and existing open space, to increase capacity to cater for growing population needs. The overall budget allocation is approved by the Community Committee. Individual projects are approved and overseen by the local board.
Slips prevention	A regional fund to proactively develop new assets for the prevention of landslides and major slips throughout the region. The overall budget allocation is approved by the Community Committee. Individual projects are approved and overseen by the local board.
Specific purpose funding	Funds received by the council, often from external sources, held for specific local board areas. This includes compensation funding from other agencies for land acquisitions required for major projects.
Discrete local board projects	Funds associated with activities specifically named and listed in previous long-term plans, including new libraries, community centres and major sports and community infrastructure.
Kauri dieback funding	Part of the Natural Environment Targeted Rate (NETR) Fund, this is a regional fund used to implement the national kauri dieback programme standards.
External funding	Budget from external parties, not yet received and held by the Community directorate.

Capital projects and budgets

36. The capital projects to be delivered in the Ōtara-Papatoetoe Local Board area, together with identified budgets and main funding sources, are shown in Attachment A.

37. The budgets associated with the work programme are estimates only, costs are subject to change and may need to be refined as the project progresses through the design and delivery process. Once activity details are more clearly defined, staff will update the work programme for approval in subsequent years.

Risk Adjusted Programme

38. The Risk Adjusted Programme was first implemented in 2019 and is designed to mitigate risk so that the total capital budget is delivered.

39. Several capital projects in the 2026/2027 and 2027/2028 financial year work programmes have been identified as part of the Risk Adjusted Programme and outlined in Attachment A.

40. Local board approval is sought for the commencement of these projects in the 2025/2026 financial year. This is so that they can be prioritised if other, already approved projects, cannot be delivered, or are delayed due to unforeseen reasons.

Regionally funded activities included in the local board work programme

41. Some activities are funded regionally and will be presented to the Community Committee for approval in July 2025.

42. These projects include Slips Prevention, Sustainability and Local Parks and Sports Field Development budgets (also referred to as Growth budgets) funded from regional budgets.

43. The local board has decision-making responsibility for these activities within parameters set by the Governing Body, which include project location, scope and budget. These activities are therefore included in the work programme.

44. The local board can provide feedback on the activities outlined in Attachment B. Staff will include this feedback in the business report to the Community Committee, when the committee makes its decisions on regionally funded work programmes.

Work programme changes and further decisions

45. Some projects in the work programme require further local board decisions as they progress through the delivery process.

46. Where further decisions are anticipated they have been indicated in the work programme. Decisions will be sought as required through local board business meetings.

47. Where a work programme activity cannot be completed on time or to budget, this will be signalled to the local board as soon as practicable. Appropriate advice on mitigations or alternatives will be provided.

48. Amendments to the work programme or specific projects may also be required as projects progress. The amendments will be in response to requiring more detailed design and costing information, community consultation, consenting requirements or similar factors.

49. Amendments to the work programme or specific projects will be provided to the local board when required.

50. The work programme also includes community leases. Lease renewals without variations (often referred to as rights of renewal) may be processed by way of a memo, in accordance with agreed delegations. In considering the use of a memo, staff will assess whether a lease remains appropriate, or whether any alternate approach identified for the site by council exists, including findings from the asset portfolio review. Leases with potential variations will continue to be brought to the local board for a formal decision in a business report.

51. Should the local board signal its intent to change or pursue a new lease that is not contemplated in the leasing work programme, a deferral of an item already programmed for delivery will need to be accommodated.

52. Staff will workshop expired and more complex community leases with the local board and then report on them at a business meeting.

Tauākī whakaaweawe āhuarangi

Climate impact statement

53. As the Community directorate is a significant service provider and property owner, the directorate has a leading role in delivering Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan.

54. In providing asset-based services, the Community directorate contributes most of council’s operational greenhouse gas (GHG) emissions through its facilities and infrastructure.

55. Property managed by the directorate, in particular coastal assets, will be adversely affected by climate change. The work programme includes actions, consistent with Te Tāruke-ā-Tāwhiri to halve council’s operational GHG emissions by 2030, and to adapt to a changing climate.

56. Actions include reducing operational GHG emissions through phasing-out gas heating in aquatic centres, improving the efficiency of facilities, investing in renewable energy, and adopting the Sustainable Asset Policy.

57. At the same time, the directorate will mitigate GHG emissions and improve climate resilience through delivering tree planting programmes across the region. This includes the transitioning of unproductive farmland on regional parks to permanent native forest and delivering ecological restoration projects with community groups.

58. Recent significant weather events have influenced criteria for renewing assets. Each renewal project will be assessed for flood plain impacts, as well as any new known consequences council has experienced due to the weather.

59. Work is ongoing to build on the above actions and embed climate change considerations into investment decision-making, planning, and corporate policies. This includes asset management plans and local board plans.

60. As approved through the Long-term Plan 2024-2034, council’s mandated approach to ‘deliver differently’ is also anticipated to help reduce the council carbon footprint by creating a sustainable service network. This may include a shift to differing service delivery models or the consolidation of services into a smaller footprint.

61. Each activity in the work programme has been assessed to identify whether it will have a positive, negative or neutral impact on greenhouse gas emissions, and affect Auckland’s resilience to climate change.

62. The activities in the Ōtara-Papatoetoe Local Board work programme identified as having a positive or negative impact on climate change are outlined in Attachment D.

63. Various activities in the work programme will have positive impacts on emissions and will improve community resilience to climate change. These activities include community-led environmental and educational programmes, supporting volunteer planting, delivering council-led planting and sustainable design.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

64. The Community work programme was developed collaboratively by staff from departments within the Community directorate, as well as the Policy, Planning and Governance directorate Group Finance, and Group Strategy and Chief Executive’s Office directorate. This ensures that the activities and the delivery of the work programme is integrated, complementary and aligns to council wide priorities.

65. Development of the work programme also follows a cooperative approach to planning activities through association with other directorates like the Resilience and Infrastructure directorate.

66. An example of collaboration on delivery includes the kauri dieback programme, which is delivered by the Parks and Community Facilities and the Resilience and Infrastructure directorate. Another example is the pathway connections, which are funded by Auckland Transport but delivered by Parks and Community Facilities.

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

Local impacts and local board views

67. The feedback received from the local board through a series of workshops between October 2024 and May 2025 has informed the proposed Community work programme. The work programme reflects the local board priorities and direction.

68. A focus area of the work programme is to respond to local board aspirations through consideration of the local board plans. The work programme considers communities of greatest need, and the building of capacity within those communities through community-led delivery and partnerships.

69. Planning and delivery of some activities involves consultation with the community to ensure their aspirations are understood and responded to.

Tauākī whakaaweawe Māori

Māori impact statement

70. The Auckland Plan’s focus on Māori culture and identity is encapsulated in the outcome: Māori Identity and Wellbeing.

71. Kia Ora Tāmaki Makaurau, council’s Māori outcomes performance measurement framework, captures the majority of council’s Māori outcome strategy and planning. The framework responds to the needs and aspirations Māori in Tāmaki Makaurau, both mana whenua and mataawaka, have identified as mattering most for them.

72. Local boards play a vital role in representing the interests of all Aucklanders and are committed to the Treaty-based obligations and to enabling effective Māori participation (kia ora te hononga).

73. Local Board Plans include Māori outcomes and align Kia Ora Tāmaki Makaurau Outcomes with key initiatives in the local board plan.

74. The work programme delivers on the local board plan key initiatives and includes activities which have an objective to deliver outcomes for and with Māori. Attachment C sets out the activities in the work programme that aim to achieve moderate to high Māori outcomes in one or more of the strategic priority areas. They involve ongoing collaboration with Māori or are delivered by Māori.

75. The provision of services, facilities and open spaces support the realisation of the aspirations of Māori, promote community relationships, connection to the natural environment and foster holistic wellbeing of whānau, hapū and iwi Māori.

76. Projects or programmes in Attachment A may also contribute to Māori outcomes but are not highlighted as they are identified to have a low or no impact.

77. Engagement with Māori is critical. If not already completed, engagement will occur on a programme or individual project basis, where appropriate, prior to any work commencing. Engagement outcomes with Māori will be reported back separately to the local board at the appropriate time.

Ngā ritenga ā-pūtea

Financial implications

78. Through the Long-term Plan 2024-2034, the Governing Body adopted the new ‘Fairer Funding’ model, which changes how funding levels are allocated for each local board. This is reflected in the Local Board Funding Policy 2025, which will be implemented in financial year 2025/2026.

79. Through Fairer Funding, Ōtara-Papatoetoe has received an increase of $0 in opex and $1 million in capex for the 2025/2026 financial year.

80. The change in how local boards are funded also removes the funding distinction between Asset Based Services and Locally Driven Initiatives.

81. The 2025/2026 financial year marks a transition from the former funding allocation methodology to Fairer Funding. Ongoing cost and revenue pressures relating to existing local services and activities were identified through the Annual Budget 2025/2026 process. To assist with this transition, local boards are not required to cover the recognised cost pressures for delivering local services, and budget mitigations will be found through other means as part of the annual plan process. However, from financial year 2026/2027 onwards, local boards will be expected to meet the full cost of delivering their local services. This may require trade-offs or mitigation to meet delivery cost increases, within the local board’s funding envelope, supported with fit for purpose and high-quality analysis and advice from staff.

82. Each activity line has a budget allocation in one or more of the financial years e.g. 2025/2026, 2026/2027 and 2027/2028. Where activity lines show a zero-dollar operating expense, this reflects implementation costs met through existing resources.

83. The 2025/2026 activities recommended for local board approval can be accommodated within 2025/2026 local funding envelopes and there is sufficient organisational resourcing capacity to enable the delivery of these.

84. The budgets allocated to activities in financial years 2026/2027 and 2027/2028 in the capital work programme are indicative and are subject to change. This is due to further cost refinement, or changes to overall capital funding levels for local boards. For these reasons, approval in principle of these programmes is sought.

85. Table 4 summarises the budget sources and allocation for each work programme financial year:

Table 4: Ōtara-Papatoetoe budget allocation

Local budgets	2025/2026 (approve)	2026/2027 (approve in principle Parks and Community Facilities only)	2027/2028 (approve in principle Parks and Community Facilities only)
Opex: Local
Opex: Local	$24,500,000	$0	$0
Capex: Local - Budget	$7,093,502	$6,583,820	$8,963,060
Capex: Local - Allocation	$6,745,565	$6,583,820	$8,963,060
Advanced Delivery RAP*	-$347,937	$0	$0
Capex: Local- Unallocated budget	$0	$0	$0
Capex: Growth projects Allocation	$1,471,391	$1,625,000	$1,300,000
Capex: Landslide Prevention projects Allocation
Capex: Specific Purpose Funding – Allocation	$251,913	$1,304,000	$305,000
Capex: External Funding Allocation
Capex: Long-term Plan discrete	$70,000	$0	$0

86. The budgets are based on the allocations in the Long-term Plan 2024-2034, which include any additional funding allocated as part of Fairer Funding implementation. Budgets are subject to change during council’s Annual Budget and future long-term plan processes.

87. During delivery of the 2025/2026 work programme, where an activity is cancelled or no longer required, the local board can reallocate the associated budget to an existing work programme activity or create a new activity within that financial year. This process will include agreement from each department and will need to be formally resolved on by the local board. Reallocations must be delivered within the same financial year, by 30 June 2026.

88. The full facilities, arboriculture and ecological restoration contracts managed by Parks and Community Facilities are currently regional contracts that have been estimated across each local board. These budgets include response funds to respond to urgent events such as storm damage, which are managed across the region. Use of the budget will be reported to the local boards during the year. Any over allocations of the response budget in the year are not required to be funded directly by the local board. Similarly, any under allocation of the response budget cannot be reallocated to other purposes during the year.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

89. The most significant risk is that delivery of the Community work programme is dependent on the local board approving the work programme by the end of June 2025. Approval of the work programme later into the financial year will result in delays to delivery.

90. The majority of opex activities in the work programme are ongoing and occur annually. Risks associated with these activities have been identified in previous years and are managed on an ongoing basis.

91. Storm recovery work is continuing. In most cases, some provision has been made to manage the impacts, but mitigation will need to be refined and worked through with the local board.

92. Table 5 outlines the key risks and mitigations associated with the work programme once it has been approved:

Table 5: Risks and mitigations

Risk	Mitigation
Non-delivery, time delays and budget overspend of activities that are managed through the work programme.	Having agreed processes to amend the work programme if activities need to be changed or cancelled, including regular monitoring of financial performance Clear explanations of drivers behind delays or overspends through quarterly reporting and bringing advice to local boards on how to manage opex budget performance. For capex, utilising the Risk Adjusted Programme to progress those activities identified as ready to proceed under the Risk Adjusted Programme at the beginning of the financial year.
Health, safety and wellbeing factors, including external influences relating to work programme delivery may impact the delivery of activities, resulting in activities requiring adjustment.	Health and safety assessments will be conducted prior to commencement of projects. Work programme activities and projects will be adjusted accordingly where these risks occur during the delivery phase.
Extenuating economic and environmental conditions, as well as the possibility of further pandemics, may continue to create capex delivery challenges, including increased material and labour costs, as well as shortages in both sectors, this in turn will lead to increased overall project costs and may lead to delays in project delivery.	Development of the work programme has included consideration of potential impacts on delivery due to extenuating economic and environmental conditions, as well as possibly of further pandemics for all activities. Timeframes for some activities are set to enable delivery within the agreed timeframe despite possible delays. Increased costs and delays will be managed as part of the ongoing management of work programmes via additional RAP projects, and the rephasing of projects to accommodate increased budget and address material shortages. Where activities need to be cancelled the local board can reallocate the budget to other activities.
Adverse weather impacts - delays to construction due to soft ground conditions and being unable to construct in the rain has impacted delivery of the capex work programme in the preceding financial years. Should this continue, which with climate change is likely, this will once again impact delivery.	Having agreed processes to amend the work programme if activities need to be changed or cancelled. Delays will be managed as part of the ongoing management of work programmes via additional RAP projects.
The geopolitical factors may result in further inflationary and supply chain pressures.	Potential inflationary pressures have been modelled into key forecasts; however, uncertainties remain. The ongoing cost increase may become unsustainable, and may require a reprioritization of potential work programmes, capital spend and a potential discontinuation of some programmes.

Ngā koringa ā-muri

Next steps

93. Delivery of the Community work programme is scheduled to start on 1 July 2025 and continue until 30 June 2026.

94. Regionally funded projects are an exception and will commence after they have been approved by the Community Committee in July 2025.

95. The local board will receive progress updates on a quarterly basis, with the first quarterly report available in November 2025.

96. When further decisions for activities are needed at project milestones, these will be brought to the local board at the appropriate time.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Attachment A - Ōtara-Papatoetoe Local Board work programme	335
b ⇩	Attachment B - Regionally funded projects	365
c ⇩	Attachment C - Projects with high/moderate Māori outcomes	367
d ⇩	Attachment D - Projects with a positive/negative climate change impact	371

Ngā kaihaina

Signatories

Authors

Anna Jackson - Local Programming Lead

Authorisers

Arvid Ditchburn - General Manager Pools and Leisure

Rachel Kelleher - Director Community

Jo White - Customer & Community Partnership Program

Angela Clarke - Head of Service Investment & Programming

Taryn Crewe - General Manager Parks and Community Facilities

Robert Irvine - General Manager Licensing and Compliance

Kenneth Aiolupotea - General Manager Community Wellbeing

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 June 2025

Approval of the Ōtara-Papatoetoe Local Board Governance work programme 2025/2026

File No.: CP2025/12611

Te take mō te pūrongo

Purpose of the report

1. To approve the 2025/2026 Ōtara-Papatoetoe Local Board Governance work programme and its associated budget.

Whakarāpopototanga matua

Executive summary

2. This report presents the local board’s Governance work programme and associated budgets for approval for delivery within the 2025/2026 financial year (see Attachment A).

3. The work programme responds to the following outcomes and objectives that the local board identified in the Ōtara-Papatoetoe Local Board Plan 2023:

· Te ao Māori is visible and integrated in all areas of life

· A socially cohesive community that is proud of and celebrates its diversity

4. The board provided feedback to staff on the projects it would like to fund in a series of workshops. The board indicated its support for the following projects, with budgets as listed below:

· Ara Kōtui $6,000

· Community engagement $10,000

· Diversity fora $8,000

5. The proposed work programme has a total value of $22,000, which can be funded from within the board’s operation expenditure (opex) budget for the 2025/2026 financial year.

6. Updates on the delivery of this work programme will be provided through the board’s quarterly performance reports.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) approve the Local Governance work programme 2025/2026 (Attachment A to the agenda report)

Horopaki

Context

7. Each year, the local board decides which activities to allocate its annual budget toward, through a series of workshops. The local board feedback in these workshops have informed the work programme.

8. The work programme responds to the outcomes and objectives that the local board identified in the Ōtara-Papatoetoe Local Board Plan 2023. The specific outcomes that are reflected in the work programme are:

· Te ao Māori is visible and integrated in all areas of life

· A socially cohesive community that is proud of and celebrates its diversity.

· Support the local board to engage with and represent their communities and make decisions on local activities.

Tātaritanga me ngā tohutohu

Analysis and advice

9. The proposed activities for delivery as part of the board’s Governance work programme 2025/2026 are detailed below. See Attachment A for further detail.

Ara Kōtui – $6,000

10. The local board has indicated that it would like to continue Ara Kōtui in the 2025/2026 financial year.

11. The board is one of five local boards who make up Ara Kōtui (Ōtara-Papatoetoe, Māngere-Ōtāhuhu, Manurewa and Papakura Local Boards) alongside representatives from mana whenua.

12. These local boards comprise the ‘southern’ local boards, and collectively have an interest in building relationships and partnering with mana whenua iwi who also have an interest in the southern local board areas.

13. Staff recommend that each of the five member boards each contribute towards Ara Kōtui in the 2025/2026 financial year. For Ōtara-Papatoetoe Local Board, staff recommend a contribution of $6,000 for the 2025/2026 Financial Year.

14. This funding supports:

· mana whenua attendance fees at Ara Kōtui

· any other actions that support governance-related relationship building and

· initiatives that improve understanding or facilitate shared input on governance matters.

Community Engagement - $8,000

15. The board has indicated that it would like to continue the community engagement programme to increase engagement and community participation with diverse communities in the 2025/2026 financial year.

16. The focus of this programme is to fund engagement collateral and support hui and fono within the local board area related to the local board plan, annual budget and other engagement initiatives that are not part of the work programme.

17. Staff recommend that the board allocate $8,000 towards this programme in 2025/2026.

Diversity fora - $8,000

18. The board has indicated that it would like to continue to support funding the diversity for a in the 2025/2026 financial year.

19. The objective of the for a is to offer a space for Otara-Papatoetoe Local Board members to network, engage and share information with local community groups, community champions and service provider networks. At least two fora will be held in the 2025/2026 financial year.

20. Staff recommend that the board allocate $8,000 towards this programme in 2025/2026.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The proposed work programme does not significantly impact on greenhouse gas emissions or contribute towards adapting to the impacts of climate change.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. The work programme was developed through a collaborative approach by operational council departments, with each department represented in the integrated team that presented the draft work programme to the local board at a series of workshops.

23. The Local Board Services work programme is primarily delivered through staff support from within Local Board Services.

24. Local Board Services co-ordinates with other departments as required to deliver the Local Board Services work programme, with particular support from the Local Communications Specialist, and the Customer and Community Services Specialist Advisor roles.

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

Local impacts and local board views

25. The proposed Local Board Services work programme has been considered by the local board in a series of workshops from October 2025 to May 2026. The views expressed by local board members during the workshops have informed the recommended work programme.

26. The activities in the proposed work programme align with the Ōtara-Papatoetoe Local Board Plan 2023 outcomes.

Tauākī whakaaweawe Māori

Māori impact statement

27. Table 2 outlines the activities in the 2025/2026 work programme that have moderate/high contributions towards the delivery of specific Māori outcomes.

Table 2: Māori impact assessment of proposed activities

Activity name

Māori outcomes

Ara Kōtui

Kia ora te hononga – Effective Māori participation

Kia ora te taiao – Kaitiakitanga

Community engagement

Kia ora te hononga - Effective Māori participation

28. Where aspects of the proposed work programme are anticipated to have a significant impact on activity of importance to Māori then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

29. The proposed Local Board Services work programme budget for 2025/2026 is $22,000 of the board’s operation expenditure (opex) budget. This amount can be accommodated within the board’s total draft budget for 2025/2026.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

30. Table 3 shows the identified significant risks associated with activities in the proposed 2025/2026 work programme.

Table 3: Significant risks and mitigations for activities

Activity name	Risk	Mitigation	Rating after mitigation
Ara Kōtui	There is a risk that mana whenua representatives do not attend hui.	Staff work to ensure topics for hui are of interest to mana whenua.	Low
Community engagement	This programme aims to provide increased opportunities for diverse communities to engage with the local board on formal and informal engagement opportunities, such as the local board plan. There is a risk that the community feels over-engaged and does not want to engage with council as frequently as opportunities arise and that harder-to-reach communities are more difficult to reach despite increased funding available.	Staff will be ensuring events are targeted toward harder-to-reach communities who would like more engagement with council. Staff will also be looking at ways to engage in a meaningful way to encourage better participation.	Low
Diversity fora	There is potential for staff capacity to be limited, and delivery of the events are therefore affected.	Staff will be looking to collaborate and work in conjunction with council departments to ensure fora are delivered.	Low

31. Where a work programme activity cannot be completed on time or to budget, due to unforeseen circumstances, this will be signalled to the local board at the earliest opportunity.

Ngā koringa ā-muri

Next steps

32. Delivery of the activity in the approved work programme will commence on 1 July 2025 and continue until 30 June 2026. Activity progress will be reported to the local board on a quarterly basis.

33. Where the work programme identifies further decisions and milestones for each activity, these will be brought to the local board when appropriate.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Ōtara-Papatoetoe Local Board LG Work Programme 2025/2026	381

Ngā kaihaina

Signatories

Authors

Brandii Stephano - Local Board Engagement Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 June 2025

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

File No.: CP2025/12649

Te take mō te pūrongo

Purpose of the report

1. To receive the Ōtara-Papatoetoe 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 Ōtara-Papatoetoe Local Board Plan outcomes.

4. The key activity updates from this quarter are:

· Customer and Community Services

· Economic Development

· Auckland Emergency Management

· Local Environment

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). The following activity is reported with a status of red (behind delivery, significant risk):

· Ōtara-Papatoetoe – Te Kete Rukuruku (Māori naming of parks and places) tranche three (ID 4158).

6. Net operational financial performance of the local board is approximately 3 per cent below budget for the nine months ended March 2025. Revenue is under budget by 4 per cent for the year to date while operating expenditure is 3 per cent below budget mainly due to favorable underspend in Otara aquatics & Allan Brewster Fitness. Capital expenditure is approximately 11 per cent above budget for the nine months ended on 31 March 2025.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

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

Horopaki

Context

7. The Ōtara-Papatoetoe] Local Board has an approved 2024/2025 work programme for the following:

· Customer and Community Services

· Local Environmental

· Plans and Places

· 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

Outcome 1: Our People

11. Provide Programmes and events to support Pasifika & other cultural language weeks (ID 4006): Libraries across the local board area co-ordinated a shared March calendar of Pasifika event; a key highlight was the delivery of the ‘Ei Katu workshops which collectively engaged 131 participants of all ages and backgrounds with significantly more observing.

Outcome 2: Our Environment

13. Ōtara-Papatoetoe Ecological Volunteering Programme (Local Parks) (ID 660): a total of 168 volunteers were recorded this quarter with support to clean up events for Otara Waterways, pest control across parks and planting for the winter season underway.

14. Ōtara-Papatoetoe Local Board, community emergency response plans and resilience programme (ID3973): the Ōtara-Papatoetoe Local Board Emergency Readiness and Response Plan was officially launched between February and March.

Outcome 3: Our community

15. Ōtara-Papatoetoe Diversity Festival (ID 337): The 2025 Diversity was held on the on the 1^st of March and attracted an estimated 800 attendees.

16. Movies in the Park (ID 338): The 2025 Movies in the Park was successfully delivered at Ngāti-Ōtara Park on Saturday 8^th of March, an estimated audience of 1,500 attended and enjoyed the event.

17. Allen Brewster Leisure Centre - renew roof and gutters (ID 30232) and renew the interior of the building (ID 31845): The physical works to the roof and gutters have been completed and the internal works are progressing which will benefit of the groups and users of the Centre, including South Auckland Wood Turners, Daycare, Gym, Spotlight Theatre and Physically Disabled and Able Bodied Association Incorporated.

Outcome 4: Our Places

18. Papatoetoe Town Hall – renew interior of the kitchen, main hall, storage/stage area, foyer and toilets and heating systems (ID 20623): Stage one (hall entrance, supper room, main hall and supper room roof) has been completed and works to the heating system are underway.

Activities with significant issues

11. The following is identified as a red RAG status activity:

· Ōtara-Papatoetoe – Te Kete Rukuruku (Māori naming of parks and places) tranche three (ID 4158).

12. Iwi have advised that they have no capacity for further naming in this local board area until next year. The remaining funding can be reallocated or carried forward to next year.

Activities on hold

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

· Manukau Sports Bowl - replace velodrome lighting (ID 30163): Replace velodrome lighting with LED sports floodlights. FY24/25 - investigation and design FY25/26 - physical works Risk Adjusted Programme (RAP) project. Further investigation of the velodrome track is required to assess its structural integrity and identify any other issues before proceeding with the lighting upgrade. This project has been put on hold following the Local Board workshop in October 2024 regarding the Manukau Sports Bowl velodrome complex. The project may be reactivated in the future.

· 1 George Street, Papatoetoe – The Papatoetoe Preservation Trust (ID 3587): Staff are awaiting information from Eke Panuku on the future occupancy of the site.

· 46 Fair Mall – Auckland Citizens Advice Bureaux Incorporated (ID 3588): Auckland CABs receive funding from Auckland Council each year. As part of the funding requirements Connected Communities are exploring a future service delivery model aligned with council’s Long-term Plan (LTP) 2024-2034. New leases will be progressed in conjunction with this piece of work. In the interim, existing agreements will hold over on a month-by-month basis.

Changes to the local board work programme

Cancelled activities

14. These activities are cancelled:

· Omana Park accessway (ID43706): create a side accessway to Omana Park by the locked gate and move the signpost.

· Rongitoto playground pathway (ID43707): construct a pathway to the playground.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

16. 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.

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

· Ope Phase Two: Building Sustainable Community Ōtara-Papatoetoe through Enviroschools (ID 742): This quarter reports were received from 14 schools on their Climate Action Funding. Projects included waste minimisation by four schools, outdoor native classrooms by four schools, a rongoā garden by one school, stream restoration by two schools, maara kai development by two schools, and energy conservation by one kindergarten. Sir Edmund Hillary Lalaga and Rangatahi Environmental Action Leaders presented a dog by-law submission to Auckland Councillors on Monday 25 February 2025.

· EcoNeighbourhoods - Ōtara-Papatoetoe (ID 3075): The EcoNeighbourhoods program in Ōtara-Papatoetoe, led by Pacific Vision Aotearoa, supported eight active groups, reaching 49 community members. Key activities included bi-weekly garden sessions with the Tupu Garden Group, involving 20 members each week in harvesting, planting fruit trees, and crafts. A cloth nappy workshop educated participants on zero-waste cloth nappy care. Plans for next quarter include vegetarian cooking led by a youth group, kawakawa soap-making with the Girls Brigade, bone broth making for the elderly, and continued collaboration with Aorere Kindergarten.

· Ōtara Papatoetoe community climate action engagement (ID 4099): This quarter the engagement programme included two events at Te Pupu Tahi Ranga ki Ōtara, two events at local libraries, and at least two activities with community groups. An engagement stall was held at the Diversity Festival on 1 March 2025

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. 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

19. This report informs the Ōtara-PapatoetoeLocal Board of the performance for quarter three ending 31 March 2025.

Tauākī whakaaweawe Māori

Māori impact statement

20. Various lines across the local board’s work programme encompasses engaging with Māori, mana whenua, and mataawaka groups with a focus in achieving Māori outcomes. This includes increasing the capability of mana whenua to deliver on Māori outcomes and aspirations.

21. Ōtara-Papatoetoe Local Board continues to be part of the Ara Kōtui programme. The programme is a collaboration with mana whenua iwi to explore initiatives and opportunities that strengthen mana whenua involvement in local board decision-making.

22. The local board’s work programme line Māori responsiveness Ōtara-Papatoetoe (ID329) seeks to increase capability of local Māori to deliver on Māori outcomes and aspirations, support Ngāti Ōtara Marae to build administrative and management capability and develop enterprise around the existing older marae infrastructure. This quarter saw the following undertaken:

· Ngāti Ōtara Marae's community programme is progressing well. Women in Karanga Classes now apply their skills at Powhiri, including welcoming the Arizona Rugby Club. Men are confidently delivering Te Reo speeches at Powhiri and funerals. Pepe cot weaving classes have commenced.

· TaroPatch Māori youth contributed to a Pasifika Production with NZ on Air (led by Director Vea Mafile’o), engaged in a Hawaiian documentary series, and helped curate Pasifika short films screened at Pasifika Vibes at M.O.T.A.T Museum.

· KaiHaka group meets weekly at Auckland University in Manukau and welcomes all. They recently performed at the Diversity Festival, with some members learning kapa haka just in time for the event. They also welcomed the Samoan judiciary group at Auckland Airport on 1 March 2025.

Ngā ritenga ā-pūtea

Financial implications

23. This report is provided to enable Ōtara-Papatoetoe Local Board to monitor the organisation’s progress and performance in delivering the 2024/2025 work programmes. There are no financial implications associated with this report.

Financial Performance

24. Operating expenditure of $17.7 million is $609,000 below budget.

25. Asset Based Services operating expenditure (ABS Opex) is $442,000 below budget. This is primarily due to favourable underspend in Otara aquatics & Allan Brewster Fitness.

26. Locally Driven Initiatives operating expenditure (LDI Opex) is $167,000 under budget due to some work programmes has not taken place.

27. Operating revenue of $2.1 million is $84,000 below budget. This mainly relates lesser revenue from pools and leisure facilities. Capital Expenditure of $4.2 million is above budget by $434,000. The capital programme is ahead of schedule and $1.9 million budget left for the various local asset renewal programmes.

28. The financial report for the nine months ended 31 March 2025 for the Ōtara-Papatoetoe local board area is in Appendix B

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. 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.

30. 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.

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

Ngā koringa ā-muri

Next steps

32. 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 ⇩	Ōtara-Papatoetoe Local Board: 1 January – 31 March 2025 Work Programme Update	391
b ⇩	Ōtara-Papatoetoe Local Board: Operating Performance Financial Summary	397

Ngā kaihaina

Signatories

Authors

Nicola Mochrie - Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Ōtara-Papatoetoe Local Board

17 June 2025

Local board feedback on the recommendations for the Tsunami Resilience Project

File No.: CP2025/11723

Te take mō te pūrongo

Purpose of the report

1. To seek feedback from local boards on the recommendations for the Civil Defence and Emergency Management Committee on enhancing tsunami resilience in Tāmaki Makaurau Auckland.

Whakarāpopototanga matua

Executive summary

2. Auckland Emergency Management has developed a set of recommendations for the Civil Defence and Emergency Management Committee to increase tsunami resilience in Tāmaki Makaurau Auckland.

3. The recommendations are based on expert advice and computer modelling from leaders in the field of tsunami science, public communication, warnings, and alerts, as well as public input.

4. The recommendations take a holistic approach at building resilience before and during tsunami emergencies, based on the exposure and vulnerability of coastal communities to damaging tsunami, and the effectiveness, reach, and cost of different resilience-building programmes and initiatives.

5. The recommendations would be implemented through existing Auckland Emergency Management department budget.

6. Public feedback on the recommendations has indicated strong overall support with some area-specific concerns. These concerns have been addressed through enhanced programmes recommended for those areas (e.g. Rodney local board area).

7. Local board feedback will be collated and included as an attachment to the report to the Civil Defence and Emergency Management Committee meeting on 2 September 2025.

Ngā tūtohunga

Recommendation/s

That the Ōtara-Papatoetoe Local Board:

a) whakarite / provide feedback on the recommendations for your local board area on enhancing tsunami resilience.

Horopaki

Context

8. A tsunami is a series of powerful waves caused by large, sudden disturbances on or near the ocean floor. All of Tāmaki Makaurau Auckland's coastline is vulnerable to tsunami. Tsunami can hit the coast with massive force, creating strong currents and, where geography allows, can travel considerable distances inland across low-lying areas. They are most commonly caused by earthquakes but may also be the result of underwater volcanic eruptions or landslides.

9. Auckland Emergency Management has maintained multiple work streams related to tsunami hazards for more than 10 years. In 2017, a review of tsunami risk and vulnerability led to funding for a more coordinated approach to reducing tsunami risk in the region called the Tsunami Work Programme.

10. The main outcomes of the Tsunami Work Programme have been delivered as a series of projects aimed at increasing tsunami resilience and the understanding of tsunami risk in Tāmaki Makaurau Auckland. Projects delivered to date include:

· A pilot for new siren technologies installing two tsunami sirens in Ōrewa including ICT infrastructure upgrades.

· Revised tsunami inundation (flood) modelling.

· Revised tsunami evacuation zones and maps.

· Tsunami Response Plan for the Auckland Emergency Management Emergency Coordination Centre.

· Tsunami vulnerability assessments for our coastal communities.

11. Current tsunami resilience-building initiatives include alignment with national public information campaigns, the inclusion of tsunami in general planning, public engagement, and hazard communication. This includes all-hazards community resilience projects such as the Local Board Emergency Readiness and Response Plans, Kia Rite Kia Mau schools programmes, and other community engagement opportunities.

12. There is also widespread public alerting during tsunami emergencies, primarily through the media and the national Emergency Mobile Alert system. Emergency Mobile Alerts are issued by the National Emergency Management Agency, who are the authority responsible for issuing warnings for large tsunami than can impact inland. Auckland Emergency Management may also issue Emergency Mobile Alerts for smaller tsunami if there is an imminent risk to life.

13. There are also currently two new-generation fixed public alerting structures (sirens) in Ōrewa. In late 2023, the Civil Defence and Emergency Management Committee approved the removal of the aging and compromised Meerkat Alerting Network, installed in limited areas by the Waitakere and Rodney District Councils. The CDEM Committee committed to reviewing the role of fixed sirens in tsunami alerting as part of a holistic review of tsunami resilience programmes and initiatives.

Tātaritanga me ngā tohutohu

Analysis and advice

14. The Tsunami Work Programme was designed to advance regional understanding of tsunami risk and contribute to a unified, evidence-based strategy for improving resilience. While individual initiatives have delivered valuable outcomes, their integration into a set of recommendations now enables a more coordinated and holistic approach to strengthening tsunami resilience across the region.

Recommendations development

15. The tsunami inundation (flood) mapping and subsequent evacuation maps were released in February 2024 accompanied by a media campaign. They can be found on the Hazards Viewer, from the menu on the Auckland Emergency Management website (www.aem.govt.nz) under “Stay Informed”.

16. The Tsunami Vulnerability Assessments were developed by the National Institute of Water and Atmosphere (NIWA) and provide a holistic assessment of the vulnerability of our geographic coastal communities (separated by census area unit) to tsunami. They consider multiple aspects of vulnerability, including ‘direct’ vulnerability (e.g. exposure to and height of potential tsunami waves, population and demographics, telecommunications coverage, exposure of critical social infrastructure such as schools and hospitals) and indirect exposure (e.g. exposure of access routes and other critical lifelines infrastructure that might create vulnerabilities if they are compromised for an extended time).

17. The project identified 5 census area units that have ‘Very High’ direct vulnerability to tsunami (Figure 1): The Barrier Islands, Manly East, Ōrewa Central, Ōrewa South, Tāwharanui Peninsula. The reasons for these ratings include exposed population, aging population that may require additional time or assistance to evacuate, vulnerability of critical access routes, and number of visitors to the area.

(Figure 1: Summary of direct vulnerability ratings from the NIWA Tsunami Vulnerability study)

18. The project also identified 12 census area units as having ‘High’ direct vulnerability to tsunami: Browns Bay Central, Cape Rodney, Gulf Harbour South, Kawakawka Bay-Ōrere, Kohimarama, Milford Central, Mission Bay, Narrow Neck, Red Beach East, Saint Heliers North, Stanmore Bay East, and Wainui-Waiwera.

19. A public survey on why people visit the coast, how they receive emergency alerts, and their confidence in responding to a tsunami emergency received over one thousand responses. We also engaged with mana whenua and iwi exposed to tsunami risk to better understand their communication needs. The survey received over 1000 responses.

83%
Live, work or enjoy recreation in tsunami evacuation zones
- Description: P80TB6#y1    21%
Spend most of your time at the coast in or on the water
- Description: P80TB7#y1     85%
Always or mostly are within cell phone coverage
- Description: P80TB8#y1     68%
Have found Emergency Mobile Alerts useful in the past
- Description: P80TB9#y1      73%
Feel they know what to do in tsunami
- Description: P80TB10#y1

(Figure 2: Summary of regional results from key metrics of our first survey in July/August 2024)

20. GNS Science redeveloped an investment support tool to inform tsunami alerting nationally and applied it to the Tāmaki Makaurau Auckland region. As international leaders in the field of public information, education, warning and alerting for natural hazards, they also assisted us to identify and evaluate the effectiveness and cost of different resilience-building approaches.

21. The GNS Science options assessment indicates that the most effective way to increase tsunami resilience is to adopt “a multi-channel, inclusive, people-centred approach that uses both modern technology and community-based efforts to ensure that warnings and alerts are understandable and actionable”. This includes using the Emergency Mobile Alert system as the backbone of an alerting strategy, with the proven effectiveness of media and existing electronic signage in areas of highest vulnerability. All alerting and warning strategies should be underpinned by public education, information, and planning, to build tsunami awareness, and ensure the public understand and take the appropriate steps to minimise their personal and community risk.

22. Using the information built over Tsunami Work Programme, Auckland Emergency Management has developed recommendations based on community exposure, vulnerability, approach effectiveness, cost, and public feedback using the following principles and assumptions:

· We will never be able to eliminate all tsunami risk

· Aucklanders frequently visit coastal areas outside their local board

· Tsunami vulnerability varies across the region due to factors like school locations and resident populations, requiring both local and regional resilience efforts

· Communities not directly vulnerable to tsunami may experience hardship following an event as a result of other societal factors

· Auckland Council supports an equitable approach to regional projects

· Auckland Council supports decision-making informed by quality advice and a strong evidence base

· Activities or initiatives that could be used for multiple different hazards are preferred

· Procurement and investment decisions should align with the Auckland Council Procurement Principles, Auckland Plan 2050, and Whiria Te Muka Tangata (Māori Responsiveness Framework).

Proposed recommendations

23. The full recommendations report is attached, with recommendations separated into local board areas for ease of navigation.

24. The recommendations are a combination of initiatives and programmes that are already in place that should be continued, revised or expanded, and new initiatives and programmes that should be developed with or for the community. They are described and summarised in Table 1 and 2.

Table 1: Summary descriptions of all proposed recommendations

Recommendation	Description
Continue
Emergency Mobile Alert	Our primary all-hazards alerting method remains Emergency Mobile Alert and natural warning signs
Expand Emergency Mobile Alert	Advocate for expansion of the Emergency Mobile Alert network (including cellular coverage and national messaging procedures)
Strengthen Partnerships	Work with partner organisations and community groups to promote tsunami readiness and response activities
Local Board Leadership	Involve Local Board members in future decision-making or tsunami readiness and response
Joint Tsunami Planning	Strengthen joint tsunami warning and alerting communication plans with operational partner agencies
Marae Response Plans	Support marae to include tsunami in their mare response planning
Explore Emerging Technology	Monitor and explore emerging alerting technologies including options for the disabled or vulnerable community
Maintain Existing Alert Network	Continue to test and maintain the existing tsunami siren network
Develop
Tsunami Information Boards and Signs	Sensible and site appropriate public tsunami information and evacuation signage at key coastal locations across the region
Tsunami Responsible Host	Ensure tsunami feature in plans of any Auckland Council public facilities and accommodation inside evacuation zones (e.g. campgrounds, libraries, key coastal recreation areas)
Public Awareness Programme	Expand existing communications into a regional campaign to increase public awareness of tsunami risk and evacuations
Advice and Guidance for boaties	Develop tsunami advice and guidance specifically for boaties and marinas with our partner agencies
Joint Tsunami Alerting	Identify network and infrastructure vulnerabilities and plan with partners as appropriate (e.g. Auckland Transport, Auckland Lifelines Group etc)
Develop Community Networks	Work with community organisations and groups to develop tsunami specific readiness and response activities (e.g. response plans, response groups) in highly vulnerable communities
Schools and Early Childhood Education	Deliver education programmes and initiatives (e.g. tsunami hīkoi) for schools and early childhood centres in evacuation zones
Permanent Alerting Infrastructure	Scope potential locations for permanent alerting infrastructure (e.g. sirens or public address systems) in highly vulnerable communities

Table 2: Summary descriptions of all proposed recommendations by local board area

Emergency Mobile Alert

Expand Emergency Mobile Alert

Strengthen Partnerships

Local Board Leadership

Marae Response Plans

Explore Emerging Technology

Tsunami Information Boards and Signs

Tsunami Responsible Host

Public Awareness Programme

Advice and Guidance for boaties

Joint Tsunami Alerting

Permanent Alerting Infrastructure*

Develop Community Networks

Schools and Early Childhood Education

Joint Tsunami Planning

Maintain Existing Alert Network

Albert-Eden

Aotea Great Barrier

Devonport-Takapuna

Franklin

Henderson-Massey

Hibiscus and Bays

Howick

Kaipātiki

Māngere-Ōtāhuhu

Manurewa

Maungakiekie-Tāmaki

Ōrākei

Ōtara-Papatoetoe

Papakura

Puketāpapa

Rodney

Upper Harbour

Waiheke

Waitākere Ranges

Waitematā

Whau

*Refer to recommendations report for suggested locations

Public feedback

25. Public feedback on the proposed recommendations was collected using the AK Have Your Say platform over a four-week period in April 2025. Invitations to take part in the AK Have Your Say campaign were circulated to all those signed up to the AK Have Your Say platform, as well as to the over 1000 respondents from the 2024 Survey, and via memos to the Local Boards, Auckland Council Advisory Panels, and via a social media campaign.

26. The campaign attracted approximately 1,226 visits to the specific project page, and resulted in 83 responses, 7 representing groups or organisations. Despite best efforts, not all local board areas received public feedback.

27. The feedback was generally positive with 80.7 per cent of feedback by local board area supporting all, or most, of the proposed recommendations (Table 3).

Table 3: Summary recommendation support collected by local board area

	Support all	Support most	Do not support most	Do not support any	I don’t know	Total
Albert-Eden	1	0	1	0	1	3
Aotea/Great Barrier	0	0	0	0	0	0
Devonport-Takapuna	2	3	1	0	0	6
Franklin	1	1	0	0	0	2
Henderson-Massey	2	0	0	0	0	2
Hibiscus and Bays	7	5	2	1	0	15
Howick	4	0	0	0	0	4
Kaipātiki	0	1	0	1	0	2
Māngere-Ōtāhuhu	0	0	0	0	0	0
Manurewa	1	0	0	0	0	1
Maungakiekie-Tāmaki	3	0	0	0	0	3
Ōrākei	4	1	1	0	0	6
Ōtara-Papatoetoe	0	0	0	0	0	0
Papakura	2	1	0	0	0	3
Puketāpapa	1	1	0	0	0	2
Rodney	3	7	4	1	0	15
Upper Harbour	3	1	0	0	0	4
Waiheke	1	0	1	0	0	2
Waitākere	2	5	0	1	0	8
Waitematā	1	0	1	0	0	2
Whau	1	2	0	0	0	3
Total	39	28	11	4	1	83

28. If written feedback was provided, it was considered and themed (Table 4).

Table 4: Summary of written feedback themes

Theme	Count	Percent
Generally support / Support without any clear reason	33	23%
Support for expanding community initiatives	23	16%
Specific suggestions to update/change to approach	19	13%
Cost concerns	14	10%
Preference to maintain sirens	12	8%
Concerns over reliability of a mobile alert system	12	8%
Generally opposed / Opposition without any clear reason	11	8%
Questions/seeking clarification	7	5%
Accessibility and usability of warnings and escape routes	4	3%
Preference for mobile alert system	2	1%
Other	5	4%

29. Feedback across all local board areas was generally positive and supportive of recommendations, with clear enthusiasm for expanding community initiatives, increased public awareness campaigns, information boards and signs (captured in the theme “Specific suggestions to update/change to approach”). The most common negative theme across most local board areas was concerns over cost to the ratepayer, and investment in what was perceived to be a low-risk issue.

30. However, respondents from Rodney and, to a lesser extent, Waitākere Ranges local boards, also expressed concerns about the reliability of the emergency mobile alert system and a preference to have maintained the former siren network as an alerting tool. We note that these are concerns raised since the aging Meerkat Alerting Network was removed in 2023 and were specifically considered as part of the recommendation development.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. The recommendations in this report have no particular impacts on climate.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

32. The recommendations outlined in this report may result in the creation of assets - signage and information boards and/or permanent alerting infrastructure - that will require ongoing maintenance by Parks and Community Facilities department and Auckland Emergency Management.

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

Local impacts and local board views

33. The recommendations in this report are expected to benefit the residents and visitors to local boards.

34. There is a specific recommendation in this report related to ‘Local Board Leadership’ that speaks to further developing the growing relationship between Auckland Emergency Management and local boards strengthened by the development of the Local Board Emergency Readiness and Response (ER&R) Plans. In practice, this would extend the important role of local boards as advocates for the use of ER&R plans in their communities to encouraging the public, businesses, and community groups to engage with building tsunami resilience and take steps to minimise their personal and collective risk. It also will include future discussions with local boards as land owners in the installation of permanent alerting infrastructure

35. Local board views will form an important part of our final recommendation report to the Civil Defence and Emergency Management Committee in September 2025.

Tauākī whakaaweawe Māori

Māori impact statement

36. Auckland Emergency Management has an ongoing programme to support iwi and marae in developing response plans “Whakaoranga Marae, Whakaoranga Whanau”. The recommendations in this report will strengthen this programme specifically with regards to tsunami risk, including with the 4 marae currently located within the tsunami evacuation zones.

37. Auckland Emergency Management contacted iwi and Māori organisations via a memo in 2024 and held subsequent discussions with those that responded with concerns about tsunami risk or interest in the project. Contact will be maintained through the Whakaoranga Marae, Whakaoranga Whanau programme.

38. The ‘Kia Rite, Kia Mau’ school education programme, which aims to educate and engage children on hazard preparedness using the attributes of the Māori atua (gods), currently includes concepts of tsunami preparedness and may be further strengthen by the recommendations in this report.

Ngā ritenga ā-pūtea

Financial implications

39. The costs associated with implementing the recommendations are budgeted for within Auckland Emergency Management department. The ongoing maintenance of any created assets will be carried out by Parks and Community Facilities and Auckland Emergency Management.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. As a result of local government elections, the final opportunity for the Civil Defence and Emergency Management Committee to approve this report this calendar year will be in September. This has created constrained timelines to collect and synthesize the evidence basis for the recommendations and seek public and local board feedback on the proposal.

41. To maximise opportunities for local board members to become familiar with and provide feedback on the recommendations, memos updating members of the project’s progress and opportunities to provide input have been sent to local boards since early 2024. A webinar on Monday 16 June at 1000hrs was opened to all local board members and was recorded for those unable to attend.

42. There is a risk that a tsunami occurs before the recommendations are delivered. Tsunami alerts and warnings are currently provided via the national Emergency Mobile Alert system and traditional and social media. In a recent survey by the National Emergency Management Agency, the Emergency Mobile Alert system currently reaches over 87% of respondents. When paired with traditional and social media, an understanding of natural warnings signs, and the relative distance of most of the Tamaki Makaurau Auckland coastline from tsunami sources, this provides the basis for a very effective alert network.

43. The proposed recommendations provide additional cost-effective solutions to reach the small percentage of the population that may not receive Emergency Mobiles Alerts in tsunami emergencies, raise tsunami awareness, and an understanding of the actions the public can take to minimise their personal and community tsunami risk.

Ngā koringa ā-muri

Next steps

44. Feedback is sought by local boards who wish to provide it by no later than 4 July 2025.

45. Feedback will be collated and combined with public feedback and submitted as an attachment to the CDEM Committee business report on 2 September 2025.

46. If approved, scoping of capital works or community programmes and initiatives will be in Q3/4 FY25/26 with delivery of new programmes or initiatives from FY26/27.

Ngā tāpirihanga

Attachments

No.	Title	Page
a	Enhancing Tsunami Resilience in Tāmaki Makaurau Auckland. Recommendations by local board area (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Angela Doherty - Principal Science Advisor

Authorisers

Adam Maggs - General Manager Auckland Emergency Management

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Chairperson	Apulu Reece Autagavaia
Deputy Chairperson	Vi Hausia
Members	Dr Ashraf Choudhary, QSO, JP
	Dr Ofa Dewes, MNZM
	Topou Folau
	Li'amanaia Lorenzo Kaisara
	Albert Lim

No.	Title	Page
a ⇩	Workshop Notes - 6 May 2025	453
b ⇩	Workshop Notes - 13 May 2025	457
c ⇩	Workshop Notes - 27 May 2025	461
d ⇩	Workshop Notes - 3 June 2025	465
e ⇩	Workshop Notes - 10 June 2025	469

Authors	Darshita Shah - Democracy Advisor
Authorisers	Victoria Villaraza - Local Area Manager