Agenda of Aotea / Great Barrier Local Board

1 Nau mai | Welcome

Chairperson I Fordham will open the meeting and welcome everyone in attendance.

Member P O’Shea will lead the hui in a karakia timatanga.

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 Aotea / Great Barrier Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 29 July 2025, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Aotea / Great Barrier 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.

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

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.”

Aotea / Great Barrier Local Board

19 August 2025

Adoption of the Aotea / Great Barrier Local Board Emergency Readiness Plan

File No.: CP2025/16497

Te take mō te pūrongo

Purpose of the report

1. To adopt the Aotea / Great Barrier Local Board Emergency Readiness Plan.

Whakarāpopototanga matua

Executive summary

2. The Aotea / Great Barrier Local Board Emergency Readiness Plan (Emergency Readiness Plan) contributes to the delivery of the Aotea / Great Barrier Local Board Plan 2023 objective of a ‘Self-sufficient and prosperous community’ to support the local Emergency Response Team in delivery of island emergency preparedness, response and recovery. The local board has an activity in their work programme to ‘increase disaster awareness, adopt readiness and response plans…in the community’.

3. The Aotea / Great Barrier Local Board Emergency Readiness Plan has been developed as a public document to provide information for residents and visitors to the area on how to get ready for, and respond to, an emergency. The Emergency Readiness Plan also includes information about reducing or minimising the risk of hazards and includes key information to support a community’s recovery following an emergency event.

4. The Aotea / Great Barrier Emergency Readiness Plan (Attachment A) is being recommended for adoption. Following adoption, the plan will be uploaded onto the Aotea / Great Barrier Local Board and Auckland Emergency Management websites.

5. The Emergency Readiness Plan will be publicly launched following adoption. The launch will include promoting the plan in local media, on social media platforms, at identified community events and by distributing hard copies of the document at key locations around the island (such as the Auckland Council Service Centre at Claris, the local board office, Aotea Health, Police Station, all four Fire and Emergency NZ (FENZ) fire stations, Aotea Family Support Group, Department of Conservation offices, and the Kawa and Motairehe Marae).

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) whai / adopt the Aotea / Great Barrier Local Board Emergency Readiness Plan (Attachment A to the agenda report).

b) tautapa / delegate to the Aotea / Great Barrier Local Board Chairperson and / or Deputy Chairperson the ability to approve minor amendments to the Aotea / Great Barrier Local Board Emergency Readiness Plan.

Horopaki

Context

6. Since mid-2024, Auckland Emergency Management (AEM) has assisted 20 local boards to develop Emergency Readiness and Response Plans (ER&R Plan) for their respective areas.

7. The Tāmaki Makaurau Auckland Civil Defence and Emergency Management Group Plan 2024-2029 (Group Plan) identifies several actions to improve community readiness and response to emergencies. Group Plan action #16 prioritises the preparation of Local Board emergency readiness plans to meet this objective.

8. The Aotea / Great Barrier Local Board Emergency Readiness Plan contributes to the delivery of the objective in the Aotea / Great Barrier Local Board Plan 2023 of a ‘Self-sufficient and prosperous community’ to support the local Emergency Response Team in delivery of island emergency preparedness, response and recovery. The local board has an activity in their work programme to ‘increase disaster awareness, adopt readiness and response plans…in the community’.

Aotea / Great Barrier already has an emergency response plan

9. The Aotea / Great Barrier Island Emergency Response Team (ERT) is an on-island response collective that is well-connected and collaborative in coordinating an effective response to an emergency event. It is comprised of emergency services, Auckland Council staff, local board members, local contractors and residents. AEM’s Senior Community Planning and Readiness Advisor joined the ERT in May 2024 as the AEM representative.

10. In 2023, the ERT compiled and formalised their emergency response management capability and coordination into an ‘operationally ready’ Emergency Response Plan. The plan includes emergency response command structures, communications, details on resources, action steps and essential contact details.

11. The Aotea / Great Barrier Island ERT’s Emergency Response Plan is an operational document for members of the ERT, and not publicly accessible due to some information contained in it being confidential. However, elements of the Emergency Response Plan are relevant and of value to the public such as locations and details of welfare centres, the island’s natural hazards and risks.

12. Through discussions between ERT and AEM’s Senior Community Planning and Readiness Advisor a decision was made to develop an Aotea / Great Barrier Local Board Emergency Readiness Plan to promote and provide information on emergency preparedness to the public. This is different from other local boards who have developed a combined ‘local board emergency readiness and response plan’, and this approach and the resulting ER Plan is seen as more practical for the Aotea Great Barrier community.

13. The purpose of the Aotea / Great Barrier Local Board Emergency Readiness Plan (ER Plan) is to foster and support local emergency readiness. The development of the ER Plan was carried out in collaboration with the Aotea / Great Barrier Local Board, council staff and members of the ERT over the latter part of 2024 and year to date in 2025.

Hazards and risks

14. The Group Plan introduces Auckland’s hazard-scape of 27 hazards. Using a risk scoring system, seven of the 27 hazards are identified as high risk; they are earthquake, tsunami, river flooding (catchment), widespread severe storm, human pandemic, severe thunderstorm / tornado and electricity supply failure.

15. The hazards identified to most likely impact the Aotea / Great Barrier local board area are;

· flooding

· severe thunderstorms

· coastal inundation

· tsunami

· wildfire

· drought (including water shortages)

· landslides

· telecommunication or transportation infrastructure failure.

16. The effects of climate change on the Aotea / Great Barrier local board area have been assessed as part of Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan which highlight low-lying areas along the east coast of the island being vulnerable to flooding (such as Medlands, Claris, Awana and Okiwi) along with the inherent risk of coastal inundation in most of the coastal settlements.

17. Extreme rainfall increases susceptibility to landslides, coastal and cliff erosion. All settlements of Aotea Great Barrier such as Whangaparapara, Okupu, Tryphena, Port Fitzroy, Medlands and the marae are only accessible by a single road, are particularly vulnerable to being isolated.

18. Auckland Council’s Flood Viewer tool provides valuable information to understand what areas are within the flood plains, flood prone areas, overland flow paths, and coastal inundation areas.

Development of the Local Board Emergency Readiness Plan

19. The Aotea / Great Barrier Local Board Emergency Readiness Plan has been developed over two workshops and two working group sessions with the Aotea / Great Barrier Local Board members, AEM staff, and ERT.

20. The local board workshops and working group sessions covered the following topics:

· Local Board Workshop 1 (28 May 2024)

The concept of the ER Plan was introduced at this first local board workshop. Local Board Emergency Readiness and Response Leads were nominated and a working group formed to include the AEM Senior Community Planning and Readiness Advisor, the ERT Lead, staff from other council departments and local board services. A process was agreed to develop the Emergency Readiness Plan.

· Working Group Session 1 (2 Sep 2024)
The Aotea / Great Barrier Emergency Readiness Plan Working Group (established from Workshop 1) convened to consider a draft version of a local board response plan and discussed key elements of a plan such as hazards, island specific messaging and welfare centres to serve Aotea Great Barrier. Given the time of year, the working group prioritised delivery of targeted ERT and community group training/capacity development. Agreement was made to reconvene the working group in the new year of 2025.

· Working Group Session 2 (7 Mar 2025)
The group agreed to a timeline for delivery, a working draft based on previous versions and a fundamental decision was made to have a Local Board Emergency Readiness Plan (as opposed to a local board readiness and response plan due to an already existing ERT operative Emergency Response Plan).

· Local Board Workshop Two (17 Jun 2025)
The final design of the Aotea / Great Barrier ER Plan draft was presented to the local board and ERT following collation of all input from the previous working group sessions, including targeted stakeholder feedback from community response groups. Agreement was made on preliminary plans for the launch of the ER Plan and a business meeting date of 19 August 2025 was identified for its adoption.

21. In addition to the significant work by the ER Plan working group, this ER Plan was also shaped with input from both Kawa and Motairehe marae (as members of the Auckland Emergency Management Whakaoranga Marae/Whakaoranga Whanau Programme).

22. Aotea Health and Aotea Family Support Group not only in their roles as ERT members but with a vested interest in emergency readiness and response outcomes on Aotea Great Barrier contributed to the development of the Emergency Readiness Plan.

23. Emergency services such as Hato Hone St Johns, Fire and Emergency NZ, Coastguard and New Zealand Police as well as input from the Auckland Council departments of Waste Solutions, Healthy Waters and Flood Resilience, Regulatory and Compliance and Auckland Transport, have contributed to the local board emergency plans in the formative stages.

Tātaritanga me ngā tohutohu

Analysis and advice

Summary of feedback from the Emergency Readiness Plan Working Group

24. Following the establishment of the working group in September 2024 (and agreeing to revisit the matter of an Aotea / Great Barrier Emergency Readiness Plan in the new year 2025), the working group re-convened in March 2025 and identified the following:

a) Ensure all imagery used in the Emergency Readiness Plan is Aotea Great Barrier and/or island specific.

b) The role of ERT, its communication channels and its specific functions in readiness and response, is well detailed and integrated in all relevant parts of the plan.

c) Aotea FM is listed as the recommended primary radio station for emergency information.

d) The most recent hazard maps (clearly identifying hazards) are included and replicated in the lift outs and printed summary sheets (with QR codes for quick access).

e) Ensure messaging is consistent, and reflects that most utilities infrastructure (water, sewage, mains power, NZTA etc) and access to some of the agencies found on the mainland do not apply on Aotea Great Barrier Island.

f) Welfare centres listed in the readiness plan have the venue address only and amenities provided (not contact details) as ERT is the information source, contact and coordinator for welfare centres on the island.

g) Investigate if QR codes (or pages where they are featured) can also include website details due to deficient cell/data coverage on Aotea Great Barrier Island.

h) Ensure the Emergency Readiness Plan is user-friendly and well- tailored to the island community and considers the challenges for residents to access information (including digital), goods and services generally.

i) Key emergency contact information to be at the front of the Emergency Readiness Plan, along with a simple decision-making matrix and a ‘Make a Plan’ template.

j) The ‘Get Rural and Lifestyle Block Ready’ booklet features extensively in the Emergency Readiness Plan to better serve Aotea Great Barrier’s rural areas and isolated communities.

Summary of community feedback

25. The AEM Senior Community Planning and Readiness Advisor had since engaged with the community groups and organisations as listed below, specifically in the context of an Aotea / Great Barrier Emergency Readiness Plan, community readiness (and the part those groups play in delivering it) and to ensure the plan met the needs of the local community.

26. The engagement process used a mixed model approach, including opportunities for individual email feedback, phone conversations, individual face-to-face meetings, usually in relation to or whilst attending community events and\or growing community support in the form of training and resourcing, and as recommended by the local board and council staff.

27. Out of the eight identified groups engaged at the time of reporting, four provided specific feedback (as indicated by the ‘asterix*’ below) specific to their views and desired outcomes of an Emergency Readiness Plan;

· Aotea Family Support Group*

· Aotea Health

· Motairehe and Kawa Marae*

· Orama Centre*

· Glenfern Sanctuary*

· Māori Women’s Welfare League

· Okiwi School management

· Mulberry Grove School management

Final features of the Emergency Readiness Plan

28. Based on feedback received, the layout of the Emergency Readiness Plan has two ‘pull out’ sections in the front and back of the plan. The front pull-out section holds critical information such as key contacts, how to keep up to date on emergency information, welfare centres to go to if needing to evacuate and tips on how to get ready for an emergency. The rear pull-outs feature the hazard maps relevant to Aotea Great Barrier Island.

29. To ensure that the plan is reflective of the local context, all imagery is relevant, and the plan extensively covers the hazards specific to Aotea Great Barrier Island. Local past events are referenced to reinforce the role of the ERT in the coordination of local emergency management, along with clearly identifying local radio stations and welfare centres.

Future updates/maintenance of the Emergency Readiness Plan

30. Reviews of the Emergency Readiness Plan will occur on a three yearly basis (or as required) to align with the Local Board Plan cycle.

Launch strategy for the ER Plan

31. A launch of the Emergency Readiness Plan is proposed to commence post plan adoption 19 August 2025 at the Aotea / Great Barrier Local Board Business meeting.

32. The working group shared community engagement ideas to inform the launch strategy which included; flyers in key venues to target locals and visitors, ongoing engagement with community at signature events (such as Claris Market Day on Saturday 25 October 2025 of Labour weekend), and that local board members and the Aotea / Great Barrier Island ERT promote the plan using their networks.

33. Other launch activities include:

· joint acknowledgement from the local board, ERT and AEM to the community groups, businesses and members of the community who have been involved in the development of the plan

· targeting a joint presence and document promotion to attendees at key and signature community events (such as Claris Market Day on Saturday 25 October 2025 of Labour Weekend)

· uploading of the Emergency Readiness Plan and associated documents to the local board website with links to AEM website

· AEM and local board communications team working together to share the Emergency Readiness Plan on local board social media platforms

· AEM support for proactive local media where requested, including local print media and Our Auckland

· provision of printed copies of the Emergency Readiness Plan to key community groups, with a particular focus of those involved in the development of the document, and at key community locations around the island

· promotion of the Emergency Readiness Plan on an ongoing basis at local community events throughout 2025 and 2026 summer events.

Tauākī whakaaweawe āhuarangi

Climate impact statement

34. The Emergency Readiness Plan identifies actions that can be taken to increase individual and community readiness and resilience considering increased frequency and severity of weather events associated with climate change. The Emergency Readiness Plan identifies tips and activities that communities can do to reduce the risk of a climate related emergency hazard (and other non-climate hazards) or its impact.

35. Further work delivered by AEM over 2025 and beyond will seek to embed the Emergency Readiness Plan by working alongside members of the Aotea / Great Barrier Local Board, ERT and their communities to further reduce risks, and staying continually ‘emergency ready’ to respond to, and recover from, future emergency events.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. The Aotea / Great Barrier Local Board Emergency Readiness Plan has provided an opportunity to partner and collaborate with many departments across the council group. The intention is to ensure all departments are coordinated in their approach, understand each other’s objectives and work programmes, and to provide joined-up advice to community groups.

37. AEM sought input from, and has built relationships with Local Board Services, Waste Solutions, Environmental Services, Healthy Waters and Flood Resilience, Engineering Assets and Technical Advisory and the Chief Sustainability Office in particular. Governance and Engagement (local board teams) have also provided welcome advice and guidance through the development of the Emergency Readiness Plan.

38. In the Aotea / Great Barrier context, Council Controlled Organisations such as Auckland Transport are connected to this work through both the Coordinating Executive Group (CEG) and through the Lifelines Utilities Programme (representing electricity, cellular network, transport and roading providers). The Lifelines Utilities Advisor has been consulted through the development of the Emergency Readiness Plan.

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

Local impacts and local board views

39. The Aotea Great Barrier community impacts and the local board views have been covered earlier within the Emergency Readiness Plan, specifically from paragraphs 24 to 27.

40. These points highlight the summary of feedback from the Emergency Readiness Plan Working Group and the summary of feedback from the community.

Tauākī whakaaweawe Māori

Māori impact statement

41. The impacts on Māori from disasters can be significant and there are real strengths in integrating kaupapa Māori, mātauranga Māori and tikanga Māori into resilience building for disasters. AEM are committed to honouring Te Tiriti o Waitangi by ensuring the views and knowledge of Iwi and Māori are reflected.

42. During the North Island severe weather events of 2023, marae were prominent in response, by feeding, sheltering and comforting people who had been displaced by the event.

43. Kawa and Motairehe marae (Ngāti Rehua-Ngātiwai ki Aotea) on Aotea Great Barrier Island are both strategically placed in the north of the island and are listed in the ER Plan. Having significant community visibility and mana motuhake, with resources available to support area whanau and the wider community in an emergency response, marae whanau are involved in many other aspects of the community, including having active representatives on the Aotea / Great Barrier Island ERT.

44. Through AEM’s Principal Iwi/Māori Resilience Advisor, AEM will continue to work with marae, mana whenua and mataawaka on the island to support marae and iwi in their emergency readiness activities, with support from the Ngā Mātārae and Resilience and Infrastructure Directorate Māori Outcomes Lead.

Ngā ritenga ā-pūtea

Financial implications

45. The activities associated with delivering and launching the ER Plan and the community emergency readiness programme are funded through the AEM operating budget and/or are resourced internally. This includes the printing of the Emergency Readiness Plan, translation and printing of supporting summary documentation, preparation of proactive media articles, social media campaigns and provision of documentation and associated resources to partners and key community information locations.

46. Further work to embed the key messaging associated with the Emergency Readiness Plan will be funded through AEM’s operating budget and/or are resourced internally. Continuing work to identify and support community groups with ‘community capability’, or who have an interest in establishing future welfare centres, will be funded through the Auckland Council Local Preparedness Storm Fund in addition to internal resourcing.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

47. Key risks to the implementation of the Aotea / Great Barrier Local Board Emergency Readiness Plan include:

· A delay in adopting the Emergency Readiness Plan, or non-adoption: The Emergency Readiness Plan contains critical emergency information which residents and visitors may not have access to through other means if there was a delay in, or non-adoption of the Emergency Readiness Plan. The Emergency Readiness Plan is a foundation document that underpins community emergency readiness discussions, activities and support over 2025 and beyond. A delay in adopting the Emergency Readiness Plan, or non-adoption, could negatively impact delivery of this planned community engagement and the readiness programme.

· Relevance and interdependence with the ERT Response Plan: Delay or non-adoption of the Aotea / Great Barrier Local Board Emergency Readiness Plan will have a knock-on effect in the planned revision of the operational ERT Response Plan programmed for Q2 FY 2025/26 that will refine the ERT’s response and operational capabilities on Aotea Great Barrier.

· Embedding the Emergency Readiness Plan: The ability to support community groups with readiness activities as nominated in this Emergency Readiness Plan is constrained by the internal resourcing of Auckland Emergency Management. To mitigate this risk, AEM is seeking to partner with departments across Auckland Council and the council family, the Aotea / Great Barrier Island ERT and other agencies (such as New Zealand Police, Coastguard, Hato Hone St John and Fire and Emergency New Zealand) to increase reach.

Ngā koringa ā-muri

Next steps

48. Auckland Emergency Management will progress the publication of the Aotea / Great Barrier Local Board Emergency Readiness Plan and the associated collateral and commence communication and launch activities as outlined in this report.

49. Over 2025, Auckland Emergency Management will seek to embed key concepts of the Emergency Readiness Plan through community outreach activities. AEM will refocus efforts to support interested community groups in community emergency planning activities. For welfare centres and community groups able and willing to stand up during emergencies, facilitated workshops, resources and targeted training will be available over 2025 which seek to empower and skill these groups to further support their communities.

50. Local board members and ERT partners have an important role in promoting the ER Plan and the information it includes at community events and other community engagements they attend throughout the year.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Aotea / Great Barrier Emergency Readiness Plan (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Reg Phillips - Senior Community Planning and Readiness Advisor, Auckland Emergency Management

Authorisers

Parul Sood - Deputy Director Resilience and Infrastructure

Tristan Coulson - Local Area Manager

Aotea / Great Barrier Local Board

19 August 2025

Auckland Council’s Quarterly Performance Report: Aotea / Great Barrier Local Board for quarter four 2024/2025

File No.: CP2025/16536

Te take mō te pūrongo

Purpose of the report

1. To receive the Aotea / Great Barrier Local Board with a quarterly performance report for quarter four, 1 April to 30 June 2025 and the overall performance for the financial year against the approved 2024/2025 local board work programmes.

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Aotea / Great Barrier Local Board and includes financial performance and delivery against work programmes for the 2024/2025 financial year. The work programme is produced annually and aligns with Aotea / Great Barrier Local Board Plan outcomes.

3. Of the 41 activities listed in the 2024/2025 work programme:

· 37 activities within the approved work programmes have a Green RAG status (activities that were completed in 2024/2025 or have progressed as expected)

· Two activities have an Amber RAG status (activities that were expected to be completed this financial year which have been delay until the first quarter in 2025/2026, activities that have not progressed as expected, or activities that are on hold)

· no activities have a Red RAG status (activities that were not delivered, activities that were expected to be completed this year which delayed until after the first quarter in 2025/2026, activities that are significantly delayed, or activities that are on hold with significant issues)

· two activities have a Grey RAG status (activities that have been cancelled or deferred during the year).

4. Key activity achievements from the 2024/2025 work programme include:

· Aotea Community Group resilience (ID #4063): Governance training continues to build momentum on the island with consistent turnout from our community groups at these sessions

· General open space and building assets – renew – 2023/2024 – Aotea Great Barrier (ID #28378): upgrade project work completed at Medlands Playground Reserve and the start of works to refresh the space at Sandhills Reserve

· Aotea - Dark Sky Sanctuary (ID #130): The Dark Sky Coordinator is expanding her outreach. The annual report to the International Dark Sky Association was submitted and we celebrate continuing to hold Dark Sky sanctuary status

· Aotea Food resilience and sustainability (ID#1504): this work goes from strength to strength with many activities and a successful collaborative approach in action.

5. Key activities not delivered / not progressed as expected include:

· an area plan for Aotea Great Barrier (ID #1289): The project is on hold (Amber status) awaiting consultation with mana whenua

· Park and Amenities implement improvement and priority action (ID #39962): this project is on hold (Amber status). Scoping needs to be refined and then the procurement process can start

· AoteaOra Community Trust administration support (ID #132): this project is cancelled (Grey status) and budget was moved into contestable grants in quarter three

· Legacy Rates Grants - Aotea / Great Barrier (ID #2880): this project is deferred (Grey status) with no payments made as yet and will look to allocate funding with the local grants round two in the 2025/2026 financial year.

6. Qualifying budgets of unfinished activities will be carried forward into 2025/2026 work programmes.

7. The financial performance report is attached but is excluded from the public. This is due to restrictions on releasing annual financial reports and results until the Auckland Council Group results are released to the NZX (high level summary only) – on or about 29 August 2025.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) whiwhi / receive the integrated performance report for quarter four, 1 April to 30 June 2025.

b) tuhi tīpoka / note the financial performance report in Attachment B of the report will remain confidential until after the Auckland Council Group results for 2024/2025 are released to the New Zealand’s Exchange (NZX) which are expected to be made public on or about 29 August 2025.

Horopaki

Context

9. The Aotea / Great Barrier Local Board has an approved 2024/2025 work programme for the following:

· Customer and Community Services

· Infrastructure and Environmental Services.

· Plans and Places

· Auckland Emergency Management

10. 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

A graph with blue and white bars

AI-generated content may be incorrect.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

11. The graph below identifies each work programme activity by RAG status (Red, Amber, Green and Grey) which measures the performance of each activity.

Graph 2: Work programme performance by RAG status

A green circle with a yellow triangle and a green circle with text

AI-generated content may be incorrect.

12. The definitions of the Red, Amber, Green and Grey for the quarter four / end of year report are outlined in table 1 below.

Table 1: RAG status definitions for quarter four / end of year report

Red	· activities that were not delivered, · activities that were expected to be completed in 2024/2025 which are not expected to be completed until after the first quarter in 2025/2026, · multi-year projects that are significantly delayed, and · activities that are on hold with significant issues.
Amber	· activities that were expected to be completed in 2024/2025 which are now expected to be completed in the first quarter in 2025/2026, · multi-year projects that have not progressed as expected, and · activities that are on hold.
Green	· activities that were completed by the end of the financial year, and · multi-year projects that have progressed as expected.
Grey	· activities have been cancelled or deferred in the period April to June 2025.

13. 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

A graph of a bar chart

AI-generated content may be incorrect.

Key activity updates from quarter four

14. The following are key activity highlights in the delivery of Aotea / Great Barrier Local Board’s 2024/2025 work programme for reporting period quarter four, 1 April to 30 June 2025:

· Great Barrier Island Community Heritage and Arts Village Trust facility – (ID#122): the team welcomed new staff and new trustees. Several events and activities celebrating Matariki were enjoyed. The popularity of workshops is steadily growing. There are increased opportunities for the younger generation to be included and involved in various projects.

· Okiwi ecology programme (ID#580) this project work continues to build with weekly trapping, quarterly monitoring and expansion of pest control alongside partners such as Tū Mai Taonga.

· Airport to Claris Village – renew pathway (ID#37671): physical works have been completed for the main sections of the path. Work is underway to complete the remaining section.

Changes to the local board work programme in quarter four

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

Table 2: Work programmes change formally approved by the board

ID/Ref	Activity Name	Summary of Change	Resolution number
ID #130	Aotea - Dark Sky Sanctuary	Approve allocation of $1,000 towards the island’s 2025 Matariki celebrations.	GBI/2025/65
ID #32033	Aotea Great Barrier - design and install pou	Reallocate $44,041.38 from the pou project (which is proposed to be deferred to FY2025/2026) to the Aotea Great Barrier - LDI minor capex fund 2024/2025 (as detailed below).	GBI/2025/65
ID #31781	Aotea Great Barrier - LDI minor capex fund 2024/2025	Allocate an additional budget of $44,041.38 to support the delivery of planned works at Sandhill Reserve.	GBI/2025/65

Key activity achievements from the 2024/2025 work programme

16. The key achievements in the delivery of the local board work programmes for 2024/2025 include:

· Aotea Community Group resilience (ID #4063): Governance training continues to build momentum on the island with consistent turnout from an expanding number of our community groups at these sessions. The local board is pleased to provide increased financial assistance for this.

· General open space and building assets – renew – 2023/2024 – Aotea Great Barrier (ID #28378): upgrade project work completed at Medlands Playground Reserve including a skate ramp replacement and basketball court surface renewal. In addition, the entrance way to Sandhills Reserve has been refreshed.

· Aotea - Dark Sky Sanctuary (ID #130): The Dark Sky Coordinator is expanding her outreach and education of our younger island generation as well reaching the older generation through a notice on lighting requirements. A new meteor watch station has been promoted alongside other community awareness raising activities. Dark Sky week celebrations were planned. The annual report to the International Dark Sky Association was submitted to enable our continued enjoyment of Dark Sky sanctuary status.

· Aotea Food resilience and sustainability (ID#1504): this work goes from strength to strength with the sustainability co-ordinator role supporting delivery of workshops and many other activities such as food swapping and selling. Oruawharo community garden is flourishing, and the community garden coordinator is collaborating with other community groups to great success.

Overview of work programme performance

Customer and Community Services work programme

17. In the Customer and Community Services work programme, there are 29 activities with a Green RAG status, one activity with an Amber RAG status, zero activities with a Red RAG status and two activities with a Grey RAG status. Activities with significant impact are discussed below:

Table 4: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Park and Amenities implement improvement and priority action (ID #39962)	Amber	On hold	Project scoping completed and furniture renewal works have been identified. Next steps for scoping to be refined and then the procurement process can start.
AoteaOra Community Trust administration support (ID #132)	Grey	Cancelled	The activity was cancelled due to lack of resource and capacity to deliver this financial year. The budget was reallocated to the contestable grant activity line in quarter three.
Legacy Rates Grants - Aotea / Great Barrier (ID #2880)	Grey	Deferred	No payments made as yet and will look to allocate funding with the local grants round two in the 2025/2026 financial year.

Infrastructure and Environmental Services work programme

18. In the Infrastructure and Environmental Services work programme all seven activities are reported with a green RAG status. There are no activities with significant or moderate impacts

Plans and Places work programme

19. In the Plans and Places work programme there is one activity reported with an Amber RAG status. Activities with significant or moderate impacts are discussed below:

Table 4: Plans and Places activities with significant or moderate impacts

Activity name	RAG status	Activity status	Explanation and mitigation
Area Plan for Aotea Great Barrier (ID #1289)	Amber	On hold	Awaiting consultation with mana whenua

Auckland Emergency Management work programme

20. In the Auckland Emergency Management work programme, there is one activity reported with a Green RAG status. There are no activities with significant or moderate impacts.

Carry forward activities

21. The Lead Financial Advisors are identifying projects from the local board’s 2024/2025 Locally Driven Initiatives (LDI) operational budget which meet the criteria to be carried forward. These will be added to the 2025/2026 work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

23. The local board is invested in a number of sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. Key updates include:

· Food Resilience and Sustainability (ID#1504): workshops, garden consultations, hui with colleagues from Waiheke Island and work at our schools were undertaken.

· Construction Waste Leadership project Aotea (ID#3030): this work led by Anamata diverts tonnes of construction materials from landfill and works with local builders to achieve this. They have also started GiB recycling and are always working to achieve best practise in this type of waste management.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

24. 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

25. This report informs the Aotea / Great Barrier Local Board of the performance for quarter four ending 30 June 2025 and the performance for the 2024/2025 financial year.

Tauākī whakaaweawe Māori

Māori impact statement

26. Māori Outcomes are an integral part of the Aotea / Great Barrier Local Board Plan 2023. The 2024/2025 work programme supports engaged and thriving mana whenua and delivers on key initiatives weaved throughout the plan. Some key updates from this quarter include:

· Ngāti Rehua Ngātiwai ki Aotea - Visitor Information Centre (ID #3455): Ngāti Rehua Ngātiwai ki Aotea are at the planning and preparation stages for the future of this area. There has been a general tidy up and refresh with new signage and improvements underway to enhance the space to hold iwi and vendor information.

· Aotea Great Barrier – design and install pou (ID#32033): the Public Arts team and staff are working to define the project scope led by Ngāti Rehua Ngātiwai ki Aotea Trust board representatives. A request for feedback will come to the local board.

Ngā ritenga ā-pūtea

Financial implications

27. This report is provided to enable Aotea / Great Barrier 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

28. Council currently has a number of bonds quoted on the New Zealand, Singapore and Swiss Debt Markets (Quoted Bonds). As a result, the Council is subject to continuous disclosure obligations, which it must comply with under the listing rules of the NZX (Listing Rules), the listing rules of other exchanges and the Financial Markets Conduct Act 2013 (FMCA).

29. These obligations restrict the release of annual financial reports and results until the Auckland Council Group results are released to the NZX – on or about 29 August 2025.

30. Due to these obligations the financial performance attachment to this report (Attachment B) is excluded from the public and is under confidential cover.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

31. Information about any significant risks and how they are being managed and/or mitigated is addressed in the ‘Overview of work programme performance’ section.

Ngā koringa ā-muri

Next steps

32. Work programmes for 2025/2026 were approved at the board’s business meeting in June 2025.

33. Deferral of budgets of unfinished activities will be added into 2025/2026 work programmes by quarter one reporting.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Aotea / Great Barrier Local Board - 1 April to 30 June 2025 Work Programme Update	25
b ⇩	Aotea / Great Barrier Local Board - Operating Performance Financial Summary (Under Separate Cover) - Confidential

Ngā kaihaina

Signatories

Authors

Jacqui Fyers - Senior Local Board Advisor

Anna Davis – PA / Office Manager & Engagement Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

Aotea / Great Barrier Local Board

19 August 2025

Initiating Review of Local Board Delegation Protocols

File No.: CP2025/17240

Te take mō te pūrongo

Purpose of the report

1. To invite local boards to commence a review of their Delegation Protocols and identify issues for consideration by incoming local boards in the new term.

Whakarāpopototanga matua

Executive summary

2. Local boards have delegated the majority of their decision-making responsibilities to the Chief Executive to support efficient service delivery. The general delegations – approved by each of the 21 local boards in 2013 (Attachment A) are subject to specified financial limits as well as specific exclusions and other requirements set out in the Delegation Protocols ("the Protocols").

3. The Chief Executive, and all staff exercising delegated authority derived from local boards, must act in accordance with the Protocols (included in Attachment A) and ensure operational policies or procedures are consistent with them.

4. While the Protocols have provided effective operational guidance since their adoption in 2013, it is timely to review them in light of increased local board decision-making and evolving expectations.

5. Staff are inviting local boards to initiate this review, with an opportunity for outgoing local boards to identify issues for early consideration. This will help shape staff advice and support a more focused review in the new term.

6. To support this, staff sought initial guidance from local board chairs, who expressed support for beginning the review now so that issues concerning outgoing local boards can be factored in. Chairs were encouraged to recommend a working group that staff can start to work with. While an initial list of nominees was provided, the chairs expressed support for broadening participation to any other representative that local boards may wish to nominate.

7. Local boards are being asked to provide feedback on issues they would like the review to explore and, if they wish, nominate a member to join the proposed working group. The group will meet in September 2025 to help identify key issues and, where feasible and appropriate, progress low-hanging fruit. Substantive work will continue into the next term, with any changes to the Protocols to be adopted by local boards.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) identify any issues for consideration during the early stages of the review of the local boards’ Delegation Protocols, or delegate this task to a nominated representative to identify and communicate issues on the board’s behalf

Optional

b) nominate a representative to be part of the working group to explore issues for the Delegation Protocols review in September.

Horopaki

Context

8. The Chief Executive - and by extension all staff exercising the local boards’ delegated authority - are required to act in accordance with the Protocols. The Protocols include exclusions to the general delegations to the Chief Executive made by all 21 local boards in 2013.

9. Notwithstanding the general delegations to the Chief Executive, a local board may, at any time and in any circumstance, direct that a particular decision be made by the local board itself. This can be done through the chairperson and does not require an amendment to the local boards’ existing delegation. Similarly, staff retain the discretion to refer any matter to the local board for decision-making.

10. The current Protocols were adopted by local boards in 2013 during the first term of Auckland Council. They were developed by an elected members’ political working group, in consultation with operational managers, to provide clear and practical guidance on how delegated local board decision-making responsibilities should be exercised; or where they are excluded and must be made at the board level. A review may be beneficial to ensure they continue to provide sufficient and up-to-date guidance for staff undertaking decision-making on behalf of local boards.

Tātaritanga me ngā tohutohu

Analysis and advice

11. Since 2013, the responsibilities of local boards have evolved, particularly with the increased decision-making over existing activities and the allocation of new ones. In light of these developments, it may be timely for local boards to review the Protocols to determine whether any areas of decision-making requires updated guidance to reflect current expectations and practice.

12. In 2019, a small staff working group examined whether the existing exclusions and restrictions within the Protocols were continuing to support effective and efficient operational decision-making. That assessment found:

· the Protocols have been effective in guiding the development of work programming and reporting now embedded into council processes e.g. requiring staff to produce annual work programmes and report quarterly on progress

· there were only a limited number of areas where staff considered it might be useful to renegotiate exclusions with local boards; otherwise, the current Protocols remain broadly workable

· some of the issues staff were raising appeared to stem from a misunderstanding of the allocation of decision-making responsibilities, particularly where there are perceived overlaps between the authority of local boards and the Governing Body.

13. The staff review in 2019 was to determine whether a review should be recommended to local boards. Staff do not have the authority to amend the Protocols – this matter sits with the local boards themselves.

14. A future review of the Protocols will therefore need to include meaningful dialogue between elected members and operational staff to:

· better understand how local board decision-making responsibilities are currently being exercised by staff

· identify any constraints or concerns relating to the exercise of decision-making by staff under delegation or processes that culminate in decisions at local board level

· explore how staff exercising a local board’s decision-making authority can provide appropriate confidence and assurances

· review the current list of exclusions to the delegation, to determine whether local boards are comfortable delegating more decisions to staff and to identify any additional matters they may wish to retain for local board-level decision-making.

15. In July 2025, staff sought direction from the 21 local boards on timing of a review. The chairs felt that an early start could provide outgoing local boards with an opportunity to shape the review and raise issues that have caused them concern this term.

16. Due to the short amount of time left in the term, staff also asked the Chairs Forum to nominate a working group of members to start these discussions. While the chairs provided a preliminary list of nominees, they also emphasised the importance of ensuring other elected members felt welcome to participate. Staff therefore consider the working group open to additional members that individual local boards may wish to nominate at this stage. The current nominees for the working group are:

· Chair John Gillon (Kaipātiki Local Board)

· Chair Scott Milne (Ōrākei Local Board)

· Chair Damian Light (Howick Local Board)

· Chair Ella Kumar (Puketāpapa Local Board)

· Chair Maria Meredith (Maungakiekie-Tāmaki Local Board)

· Dep Chair Brooke Loader (Henderson-Massey Local Board).

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The decision being sought is procedural in nature, and the associated work is not expected to have any material impact on the council’s climate change objectives or broader environmental commitments.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

18. The views of the council group will be sought as part of the review.

19. At this stage, it is sufficient to note that the council group is subject to obligations to deliver services efficiently and cost-effectively. These obligations influence how delegated authority is exercised, and the council group is likely to support efficiency improvements to customer-facing processes that intersect with local board decision-making.

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

Local impacts and local board views

20. Local board views are being sought through this report.

Tauākī whakaaweawe Māori

Māori impact statement

21. The decision sought is procedural in nature and will not impact policy or service delivery in any way that would directly impact Māori.

Ngā ritenga ā-pūtea

Financial implications

22. The decision sought in this report is procedural in nature and has no financial implications. Staff will identify areas where efficiencies can be gained from utilising delegations as part of the review.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. There is a risk that the working group may have limited time to progress substantive work before the upcoming local elections. However, as no immediate decisions are required prior to the elections, the risk is considered low. Any limitations in process can be mitigated by the ability to carry the work over into the new term.

24. The primary focus of pre-election work is to identify key issues of concern to outgoing local boards. This will enable staff to prepare appropriate advice to support informed discussions in the next term. With feedback provided in response to this report, alongside insights gathered through the proposed working group, the process is expected to remain on track and manageable.

Ngā koringa ā-muri

Next steps

25. Staff will arrange online discussions with elected members nominated to the working group. These sessions will aim to identify key issues to help shape the focus of the review in the new term and, where appropriate, address any low-hanging fruit that can be progressed in the interim.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local boards general delegation to the Chief Executive and Delegation Protocols	41

Ngā kaihaina

Signatories

Author

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

Aotea / Great Barrier Local Board

19 August 2025

Local board input into Auckland Council’s submission on the Local Government (System Improvements) Amendment Bill

File No.: CP2025/17513

Te take mō te pūrongo

Purpose of the report

1. To provide local board input to Auckland Council’s submission on the Local Government (System Improvements) Amendment Bill.

Whakarāpopototanga matua

Executive summary

2. The Government is calling for submissions on the Local Government (System Improvements) Amendment Bill (‘the Bill’). The Bill passed its first reading on 17 July 2025 and was referred to the Governance and Administration Select Committee. The closing date for submissions on the Bill is 27 August 2025.

3. The Bill proposes the following amendments to the Local Government Act 2002 (‘the Act’):

· refocusing the purpose of local government, by:

o removing all references to the four aspects of community well-being

o reinstating, as a purpose of local government, being focused on the cost-effective provision of good-quality local infrastructure and public services

o defining the specific core services a local authority must have particular regard to in performing its role as the following:

§ network infrastructure

§ public transport services

§ waste management

§ civil defence emergency management

§ libraries, museums, reserves, and other recreational facilities.

· making changes to measuring and publicising of council performance, by:

o moving into regulations the specific groups of activities councils must plan for and report on

o expanding existing regulation-making powers to enable benchmarks to be set in areas of council activity beyond financial performance and asset management

o requiring councils to report on contractor and consultant expenditure

o making the issuing of rules for performance measures by the Secretary for Local Government discretionary rather than mandatory.

· requiring core services to be prioritised in council spending, by introducing a financial management principle for councils, requiring them to have particular regard to the purpose of local government and the core services of a local authority when determining their financial management approach

· introducing new council transparency and accountability requirements as follows:

o issuing a standardised code of conduct and set of standing orders, both of which would be binding on all councils

o requiring councils to include the standardised code of conduct in statutory briefings of newly elected members

o requiring chief executives of local authorities to facilitate information sharing between councils and elected members

o adding the two following new local governance principles:

§ fostering the free exchange of information and expressions of opinions by elected members

§ fostering the responsibility of elected members to work collaboratively to set the direction of their respective councils.

· revising regulatory requirements on councils, by:

o modernising public notice requirements

o removing the requirement for six-yearly service delivery reviews

o clarifying the authority of an acting or interim chief executive to sign certificates of compliance for lending arrangements

o clarifying that third-party contributions to capital projects for which development contributions are charged can be targeted to specific project drivers

o removing the requirement for councils to consider the relevance of tikanga Māori knowledge when appointing council-controlled organisation (CCO) directors

o extending the maximum length of a chief executive’s second term from two to five years.

4. The Bill was approved as a priority submission for Auckland Council by the Policy and Planning Committee at its meeting on 13 March 2025 (PEPCC/2025/18). Staff have commenced development of a draft submission.

5. Local boards were sent a memo on 4 August 2025 (Attachment A) summarising the bill. Below is further commentary on parts of the Bill that are likely to have implications for local boards, and which boards may wish to consider providing comments on as part of their feedback.

Purpose of local government and core services

6. Changes to the purpose of local government would largely reinstate the version that was in the Act between 2012 and 2019, with an additional requirement to support local economic growth and development. Similarly, the list of core services that was in place during that period would be reinstated, with changes to replace ‘solid waste collection and disposal’ with ‘waste management’ and ‘the avoidance or mitigation of natural hazards’ with ‘civil defence emergency management.’

7. Boards may wish to consider in their feedback whether the proposed purpose statement and list of core services adequately describe the role and activities of local government, and to suggest any changes or additions that could improve them.

Standardised codes of conduct and standing orders

8. The standardised codes of conduct and standing orders proposed in the Bill would apply to local boards as well as to the Governing Body. Local boards may wish to consider whether it is desirable to apply standardisation across all local authorities, or if it is preferable for councils to retain their current ability to create their own local versions. Boards may also wish to consider other options to improve consistency between councils while retaining the potential for local preferences to be incorporated. For example, the potential to issue a model set of standing orders and code of conduct that set a minimum standard, but allow regional variations that are not inconsistent with the model rules.

Auckland Council submission process

9. A report will be taken to the 14 August 2024 Policy and Planning committee meeting setting out the proposed key elements of the submission and seeking a delegation to approve the council’s submission.

10. The final date for local boards to provide feedback to be incorporated into the council submission is 21 August 2025. Local board feedback received by 26 August 2025 will be appended to the submission.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) tuku / provide input to be considered for incorporation into, and appending to, Auckland Council’s submission on the Local Government (System Improvements) Amendment Bill.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Memo: Local Government (System Improvements) Amendment Bill	77

Ngā kaihaina

Signatories

Author

Robert Boswell - Senior Strategic Advisor

Authorisers

Denise O’Shaughnessy - Manager Strategic Advice

Lou-Ann Ballantyne - General Manager Governance and Engagement

Tristan Coulson - Local Area Manager

No.	Title	Page
a ⇩	20250718 Letter of Support for AFSG - vulnerable elderly	83
b ⇩	20250725 Letter of support for AFSG - Lottery Grants Board	85
c ⇩	20250806 Letter of support for Ngāti Rehua-Ngātiwai ki Aotea Trust - Lottery Environment & Heritage grants	87
d ⇩	20250807 Letter to Geoff Hills - Mulberry Grove seawall project	89
e ⇩	20250812 Letter to Geoff Hills regarding council assets	91

Aotea / Great Barrier Local Board

19 August 2025

Auckland Council and council-controlled organisations (CCOs) memo and information reports

File No.: CP2025/17214

Te take mō te pūrongo

Purpose of the report

1. To whiwhi / receive and provide a public record of Auckland Council departments and council-controlled organisations memoranda and information reports for circulation to the Aotea / Great Barrier Local Board.

Whakarāpopototanga matua

Executive summary

2. This is an information-only report which aims to provide greater visibility of information circulated to local board members via memoranda or report where no decisions are required.

3. All council memos and information reports are made publicly available through the regional committee agendas found at this link (agenda and minutes page).

4. The following local board memoranda and information reports have been received, as listed below noting that the Flood Recovery report from Auckland Transport has been edited to only include content relevant to the Aotea / Great Barrier Local Board area. The full report is available on request.

Date	Subject
28 July 2025	Auckland Transport Flood Recovery Monthly Report - June 2025 (appended as Attachment A)
31 July 2025	Aotea / Great Barrier Auckland Transport 2024 customer report for June 2025 (appended as Attachment B)

5. The following regional memoranda and information reports have been received:

Date	Subject
23 July 2025	MEMO: New Coastal Monitoring Portal for Aucklanders (appended as Attachment C)
29 July 2025	MEMO: Adoption of the Auckland Transport and Auckland Council Vehicle Use and Parking Bylaw 2025 (appended as Attachment D)
30 July 2025	MEMO: Update on aquatic network programme business case (appended as Attachment E)
31 July 2025	UPDATE: Biosecurity awareness - Vespa velutina (appended as Attachment F)
31 July 2025	MEMO: Regional Coastal Renewals Work Programme Update (appended as Attachment G)
6 August 2025	MEMO: Update on adoption of Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy (appended as Attachment H)

6. Note that, unlike an agenda report, staff will not be present to answer questions about the items referred to in this report. Local Board members via their support staff should direct any questions to the authors.

Ngā tūtohunga

Recommendation/s

That the Aotea / Great Barrier Local Board:

a) tuhi tīpoka / note attachments A to H of the agenda report.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Auckland Transport Flood Recovery Monthly Report - June 2025	95
b ⇩	Aotea / Great Barrier Auckland Transport 2024 customer report for June 2025	109
c ⇩	MEMO: New Coastal Monitoring Portal for Aucklanders	111
d ⇩	MEMO: Adoption of the Auckland Transport and Auckland Council Vehicle Use and Parking Bylaw 2025	129
e ⇩	MEMO: Update on aquatic network programme business case	131
f ⇩	UPDATE: Biosecurity awareness - Vespa velutina	139
g ⇩	MEMO: Regional Coastal Renewals Work Programme Update	143
h ⇩	MEMO: Update on adoption of Manaaki Tāmaki Makaurau: Auckland Open Space, Sport and Recreation Strategy	159