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 Māngere-Ōtāhuhu Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 9 July 2025, including the confidential section, as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Māngere-Ōtāhuhu 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 - Manukau City AFC

Te take mō te pūrongo

Purpose of the report

1. Ewan Neki from the Manukau City AFC will be in attendance to talk about growing the number of teams at the club, the need for available space and issues with trees on site.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Ewan Neki for his attendance and presentation.

8.2 Deputation - Tamaki Estuary Environmental Forum

Te take mō te pūrongo

Purpose of the report

1. Julie Chambers, Co-Chair of the Tamaki Estuary Environmental Forum, will be in attendance to present a report on the Tamaki Estuary.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Julie Chambers from the Tamaki Estuary Environmental Forum for her attendance and presentation.

8.3 Deputation - Martin Hautus Foundation Trust

Te take mō te pūrongo

Purpose of the report

1. Pulotu Selio Solomon (Advisor), Champagnat Solomon-Mua and Frances Brown (Youth Workers) from Martin Hautus Foundation Trust will be in attendance to talk about the trust as an NGO operating in Mangere and providing support services to get youth work-ready.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Pulotu Selio Solomon, Champagnat Solomon-Mua and Frances Brown for their attendance and presentation.

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.

9.1 Public Forum - Fang Tuigamala

Te take mō te pūrongo

Purpose of the report

1. Fang Tuigamala, will be in attendance to talk about the issue of illegal dumping and pollution in the community.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Fang Tuigamala for his public forum attendance and presentation.

9.2 Public Forum - Lolo A Halaevalu, Aotearoa Charity Trust

Te take mō te pūrongo

Purpose of the report

1. Lolo A Halaevalu from the Aotearoa Charity Trust, a trust with a membership of 270 and growing, will be in attendance to seek support and advice to secure a community lease to operate the organisations services.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Lolo A Halaevalu for her public forum attendance and presentation.

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.”

Māngere-Ōtāhuhu Local Board

20 August 2025

Local Board Leads and Appointments Report

File No.: CP2025/03850

Te take mō te pūrongo

Purpose of the report

1. To allow the local board members an opportunity to present verbal and written updates on their lead roles, such as relevant actions, appointments and meetings.

2. To make any appointments to vacant positions.

Whakarāpopototanga matua

Executive summary

3. Members have an opportunity to update the board on their activities as topic area leads.

4. The table below outlines the current leads and alternates for topic areas of local board business meetings and organisations on which the board is represented through a formal appointment.

Topic Area	Lead	Alternate
Social Impact Fund Allocation Committee Appointments Committee	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Staff consultation over landowner approval applications (excluding applications for filming and events)	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Staff consultation on applications for filming	Christine O’Brien	Makalita Kolo
Liquor licence matters, to prepare and provide objections, if any, and speak to any local board views at any hearings on applications for liquor licences	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Resource consent matters to: i) provide the local board views, if any, on whether a resource consent should proceed as a non-notified, limited notified or fully notified application ii) prepare and provide local board’s views, if any, on notified resource consents and speak to those views at any hearings if required iii) provide the local board’s views on matters relating to or generated by the COVID-19 (Fast-track Consenting) Act 2020 while this legislation remains in force	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	Christine O’Brien
Local Government New Zealand Auckland Zone	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Select shared representatives to council working groups, working parties and other internal bodies, where there is a limited number of local board representatives to be selected from amongst all 21 or clusters of local boards	Tauanu’u Nanai Nick Bakulich
Manukau Harbour Forum joint committee	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Ara Kōtui (formerly Māori input into local board decision-making political steering group)	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Staff consultation on applications for events and other activities on local parks and local facilities that also require regulatory approval, or may involve reputational, financial, performance or political risk	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Approve the local board’s input into Auckland Council submissions on formal consultation from government departments, parliament, select committees and other councils, when timeframes do not allow for local board input to be considered and approved at a local board meeting	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Infrastructure and Environmental Services	Togiatolu Walter Togiamua	Harry Fatu Toleafoa
Arts, Community and Events (including libraries)	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Parks, Sport and Recreation and Community Facilities	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Local planning, housing, and heritage – includes responding to resource consent applications on behalf of board	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua	1st half of the term: Togiatolu Walter Togiamua 2nd half of the term: Harry Fatu Toleafoa
Transport	Tauanu’u Nanai Nick Bakulich	1st half of the term: Harry Fatu Toleafoa 2nd half of the term: Togiatolu Walter Togiamua
Economic development	Harry Fatu Toleafoa	Makalita Kolo
Youth, Children, Seniors and Uniquely Abled	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Water care COMMUNITY	Togiatolu Walter Togiamua	Papaliitele Lafulafu Peo
Auckland Airport Community Trust for Aircraft Noise Community Consultative Group	Tauanu’u Nanai Nick Bakulich	Joe Glassie-Rasmussen
Ambury Park Centre	Papaliitele Lafulafu Peo	Christine O’Brien
Department of Corrections - Community Impact Forum for Kohuora Corrections Facility	Makalita Kolo	Papaliitele Lafulafu Peo
Māngere Bridge Business Association	Tauanu’u Nanai Nick Bakulich	Christine O’Brien
Māngere East Village Business Association	Joe Glassie-Rasmussen	Togiatolu Walter Togiamua
Māngere Mountain Education Trust	Togiatolu Walter Togiamua	Makalita Kolo
Māngere Town Centre Business Association	Makalita Kolo	Papaliitele Lafulafu Peo
Ōtāhuhu Business Association	Christine O’Brien	Tauanu’u Nanai Nick Bakulich
Ōtāhuhu Portage Project Steering Group	Papaliitele Lafulafu Peo	Christine O’Brien
Ōtāhuhu Town Hall Community Centre Incorporated Society joint committee	Makalita Kolo	Harry Fatu Toleafoa
South Harbour Business Association	Harry Fatu Toleafoa	Papaliitele Lafulafu Peo
Tāmaki Estuary Environmental Forum	Togiatolu Walter Togiamua	Makalita Kolo
Te Pukaki Tapu O Poutukeka Historic Reserve & Associated Lands Co-Management Committee	Togiatolu Walter Togiamua	Joe Glassie-Rasmussen
Te Pūkaki Tapu o Poutūkeka Co-Management Committee. MO/2023/187 · to agree changes of a minor nature to the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report, in consultation with Te Ākitai Waiohua / Pūkaki Māori Marae Committee · to sign on behalf of Auckland Council the Te Pūkaki Tapu o Poutūkeka Co-management Agreement in Attachment A of the agenda report · as an additional member to Te Pūkaki Tapu o Poutūkeka Co-management Committee, to come into effect on agreement with Te Ākitai Waiohua / Pūkaki Māori Marae Committee on a total Co-management committee membership of six	Tauanu’u Nanai Nick Bakulich
The Southern Initiative (TSI) Steering Group	Harry Fatu Toleafoa	Joe Glassie-Rasmussen
Emergency Readiness and Response Forum MO/2024/52 To participate in the Emergency Readiness and Response Forum	Chairperson Deputy Chairperson Member Harry Fatu Toleafoa

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the verbal and written reports from local board members.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Jacqueline Robinson - Democracy Advisor

Māngere-Ōtāhuhu Local Board

20 August 2025

Expressions of interest applications and granting of a new community lease for 141R Robertson Road, Māngere East 2024
File No.: CP2025/17499

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Māngere-Ōtāhuhu Local Board to grant a new community lease to Ohomairangi Trust for a council-owned building located at 141R Robertson Road, Māngere East.

Whakarāpopototanga matua

Executive summary

2. The council-owned building at 141R Robertson Road, Māngere East, located within Māngere Centre Park, has recently been refurbished following the departure of the previous group.

3. At a workshop held on 26 February 2025, the Māngere-Ōtāhuhu Local Board indicated its support for staff to proceed with an Expression of Interest (EOI) process for a community lease at 141R Robertson Road, Māngere East.

4. A Public Notice was published on 3 April 2025 in the Manukau Courier and on the Auckland Council website. Submissions for the Expression of Interest (EOI) closed on 2 May 2025.

5. Staff received six applications in response to the Expression of Interest from the following applicants:

· Ohomairangi Trust

· Martin Hautus Foundation Trust

· Māngere Budgeting Services Trust

· Pregnancy Help Auckland Incorporated

· Vision Rehabilitation Services Trust

· Bright Future Wolfgramm Charitable Trust.

6. All applications were discussed with the Māngere-Ōtāhuhu Local Board at a workshop held on 4 June 2025. The applications were assessed against a range of criteria, including alignment with the outcomes of the Māngere-Ōtāhuhu Local Board Plan 2023, membership eligibility, financial stability, and sustainability of the organisation.

7. The Māngere-Ōtāhuhu Local Board requested further information on the groups that submitted expressions of interest. This information was presented at a workshop held on 9 July 2025

8. This report recommends granting a new community lease to Ohomairangi Trust for a term of two years, with one five-year right of renewal, with a rent of $1300 plus GST per annum and a maintenance fee of $5,000 plus GST per annum. Ohomairangi Trust scored the highest through the assessment analysis process. In addition, the trust’s proposed use of the site aligns with the outcome of the Māngere-Ōtāhuhu Local Board Plan.

9. Ohomairangi Trust provides early intervention and parenting support services to whānau across South Auckland. The trust has seen an increase in demand for its services. A larger premises will help them to expand their services.

10. The services offered by Ohomairangi Trust have strong alignment with local board plan outcomes, and 80 per cent of their members reside in Māngere-Ōtāhuhu. The trust also shows evidence of sustainable funding and financial stability.

11. Granting a lease to Ohomairangi Trust would enable optimal use of the site and supports the Māngere-Ōtāhuhu Local Board Plan 2023 Outcome:

‘Our People -Our people are our strength. Engaging with our diverse communities – from Māori, Pacific peoples, and children to rangatahi (youth) and senior people – enables us to provide the services and facilities they need, leading to better wellbeing.’

12. The land at 141R Robertson Road, Māngere East, is classified as a local purpose reserve subject to the Reserves Act 1977.

13. Iwi engagement is required and took place in April 2025. No objections have been received.

14. A community outcomes plan will be appended to the lease as a schedule of the lease agreement (see Attachment B).

15. If the local board decides to grant the lease, staff will work with the successful lessee to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakaū / confirm Ohomairangi Trust as the preferred applicant for the granting of a new community lease at 141R Robertson Road, Māngere East, 2024

b) tuku / grant a new community lease to Ohomairangi Trust for an area comprising approximately 180m2 located at 141R Robertson Road, Māngere East 2024 on the land legally described as Part Lot 2 DP 41206 is a classified local purpose reserve subject to the Reserves Act 1977 (as per Attachment A – Site Plan), subject to the following terms and conditions:

i) term – two (2) years with one five (5) year right of renewal.

ii) rent – $1300 plus GST per annum.

iii) maintenance fee - $5,000 plus GST per annum.

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

c) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977 and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community lease to Ohomairangi Trust for an area comprising approximately 180m² located at 141R Robertson Road, Māngere East 2024.

d) tuhi tīpoka / note that iwi engagement for Auckland Council’s intention to grant a new community lease to Ohomairangi Trust located at 141R Robertson Road, Māngere East 2024 has been undertaken.

Horopaki

Context

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

17. When a council-owned building becomes vacant, an expression of interest (EOI) process is recommended to engage the community for proposals to ensure the best community outcomes are delivered.

18. The local board directed staff to initiate an expression of interest (Expression of Interest) for parties interested in occupying the building.

19. Staff advertised and sought applications; this included the community broker contacting groups in the Māngere-Ōtāhuhu Local Board area.

20. Six applications were received. Staff assessed all applications, and the results were workshopped with the local board on 4 June 2025.

21. The Māngere-Ōtāhuhu Local Board requested further information on the groups that submitted expressions of interest. This information was presented at a workshop held on 9 July 2025

22. Staff recommend offering the community lease to Ohomairangi Trust, as this group scored the highest through the assessment analysis process. In addition, Ohomairangi Trust’s proposed use of the site aligns with the outcome of the Māngere-Ōtāhuhu Local Board Plan:

‘Our People - Our people are our strength. Engaging with our diverse communities – from Māori, Pacific peoples, and children to rangatahi (youth) and senior people – enables us to provide the services and facilities they need, leading to better well-being.

23. Furthermore, Ohomairangi Trust has experienced an increase in demand, creating a need for larger premises within the Māngere-Ōtāhuhu Local Board area. This will enable them to expand their services to the wider community, particularly as 80 per cent of their members reside in this area, allowing them to continue delivering support effectively.

Tātaritanga me ngā tohutohu

Analysis and advice

The land and the building

24. The building is located at 141R Robertson Road, Māngere East, 2024 (see Attachment A – site plan). The land legally described as Part Lot 2 DP 41206 is a classified local purpose reserve subject to the Reserves Act 1977.

25. The building is situated at 141R Robertson Road, Māngere East, 2024. The building is owned by the council and is approximately 180 sqm in area.

26. The building is in good condition and comprises multiple open spaces, two large rooms, and toilets. The building is under renovation/upgrades, with expected completion and handover due soon.

Figure 1. Site plan: 141R Robertson Road, Māngere East 2024, building is highlighted in red.

Expressions of Interest process

27. At the expressions of interest closing date six applications had been received. The six applicants are shown in Table 1.

Table 1. Applicants for the lease at 141R Robertson Road, Māngere East

Applicant	Information
Ohomairangi Trust	Based in Māngere, this group provides early intervention and parenting support services to whānau across South Auckland.
Vision Rehabilitation Services Trust	Provides a holistic and inclusive support for individuals experiencing vision loss or disabilities.
Martin Hautus Foundation Trust	Supports the educational advancement and holistic development of young Pacific people and their whānau
Māngere Budgeting Services Trust	The group helps to empower individuals and families to achieve financial independence and overall well-being
Pregnancy Help Auckland Inc	To provide free practical (material) assistance to whanau during pregnancy and childhood.
Bright Future Wolfgramm Charitable Trust	Bright Future Wolfgramm Charitable Trust is a community-focused organisation dedicated to empowering youth and uplifting the wider community.

Groups that submitted applications to lease 141R Robertson Road, Māngere East

Ohomairangi Trust

28. Established in 2000, Ohomairangi Trust is a Kaupapa Māori Early Intervention Service based in Māngere East. Grounded in Māori values such as whanaungatanga, aroha, and manaakitanga, the Trust is accredited by the Ministry of Education as a Specialist Service Provider.

29. The trusts offer free support to parents, children, and whānau, particularly in Māngere and South Auckland, focusing on strengthening parent-child relationships and supporting children with developmental or learning needs.

30. Parenting programmes (free for all parents):

· Mellow Bumps (antenatal) – 6 weeks

· Mellow Parenting / Hoki ki te Rito Oranga Whānau – 14 weeks

· Incredible Years (including autism) – 14 weeks

· First 1000 Days – 10 weeks

· More Than Words – 8 weeks

31. Early support services:

· for preschoolers with high or very high support needs

· delivered by specialists in homes and early learning settings

32. Cultural healing and wellbeing:

· includes tohunga wānanga and 1:1 healing

· focus on identity, belonging, and holistic resilience.

33. Membership overview:

· members: 80 per cent local area, 20 per cent outside area – 1000 total members

· age groups: children (0–13) 390, youth (14–21) 10, adults (22–65) 800–900, seniors (65+) 600

· gender: male 33 per cent, female 67 per cent, gender neutral 3 per cent

· ethnicity: Māori: 60 per cent, Pacific: 25 per cent, NZ European: 1 per cent, other European: 4 per cent, Asian: 2 per cent.

34. Scheduling and facility use:

· weekdays (8:30am – 4:30pm): parenting programmes and group therapy

· evenings and weekends: open to sharing the space with other groups (not for hire)

· group-based delivery promotes social inclusion and combats isolation.

Vision Rehabilitation Services Trust

35. Established in 2020, Vision Rehabilitation Services Trust is a charitable organisation supporting individuals with vision loss, particularly from underserved communities, including Māori, Pasifika, low-income, and ethnic minorities. Their mission is to improve health, independence, and quality of life through personalised support, advocacy, education, and training.

36. Key services across Auckland:

· orientation and mobility training

· low vision adaptation

· assistive technology training

· independent living skills

· diabetes lifestyle programme

· free eye exams

· D. Box (diabetes meal subscription).

37. Membership overview:

· 48 regular members (no fee), 20 casual members (koha)

· age distribution: 10 per cent (14–21), 60 per cent (22–65), 30 per cent (65+)

· demographics: 50 per cent Māori, 30 per cent Pasifika, 10 per cent Asian, 10 per cent NZ European

· gender: 70 per cent female, 30 per cent male

· 70 per cent of members are local.

Martin Hautus Foundation Trust

38. Established in 2010, Martin Hautus Foundation Trust supports education and poverty alleviation through holistic, culturally responsive programmes, particularly for Pasifika youth. It collaborates with community and industry partners to ensure programmes are relevant, engaging, and employment focused. Pacific community engagement remains strong, with participation rates of 80 per cent.

39. Key programmes:

· Tupulaga le Lumana’i – Our Youth, Our Future: For youth not in education, employment, or training (NEET) (16–24); offers pre-employment training and workshops

· Community Coaching: for Ministry of Social Development clients (18–24); delivers confidence and job readiness training

· Incredible Years Parenting: For parents of children aged 3–8; focuses on behaviour management, learning through play, and building strong family foundations.

40. Membership overview:

· 20 regular and 20 casual members (free services)

· age: 50 per cent (14–21), 40 per cent (22–65), 10 per cent (65+)

· location: 70 per cent local, 30 per cent non-local

· ethnicity: 80 per cent Pacific, 15 per cent Māori, 5 per cent NZ European

· gender: 50 per cent male, 40 per cent female, 10 per cent gender neutral.

Māngere Budgeting Services Trust

41. Established in 1994, Māngere Budgeting Services Trust is a not-for-profit organisation supporting financial independence and well-being through free services funded by MSD. Operating in Māngere, Ōtāhuhu, and Ōtara with a team of 11, the Trust delivers both immediate relief and long-term financial capability.

42. Core services:

· one-on-one financial mentoring

· financial literacy courses

· debt relief and advocacy

· social supermarket and food assistance

· counselling and mental health support.

43. Membership overview:

· 12,000 regular members

· age: 1 per cent (0–13), 9 per cent (14–21), 86 per cent (22–65), 4 per cent (65+)

· 100 per cent local

· ethnicity: 59 per cent Pacific, 29 per cent Māori, 6 per cent NZ European, 1 per cent Asian, 8 per cent other

· gender: 67 per cent female, 32 per cent male, 1 per cent gender neutral

Pregnancy Help Auckland Incorporated

44. Established nearly 50 years ago, Pregnancy Help offers practical, non-judgmental support for expectant mothers and families with children up to age four. The Auckland branch was re-established in January 2024 and now works to deliver open-access services across the region without referrals or eligibility criteria.

45. Key services:

· free care packs for newborns, toddlers, and mothers

· redistribution of essential baby items

· provision of safe sleep gear and baby equipment

· direct support for pregnant individuals and caregivers of young children.

46. Inclusive approach:

· no membership fees or referral requirements

· collaborates with social workers, community organisations, and families

· focused on expanding reach through workshops and support groups.

47. Client snapshot:

· 800 total clients, including 250 regular clients

· age of clients supported: 1200 (0–13 yrs), 40 (14–21 yrs), 500 (22–65 yrs)

· location: 48 per cent South Auckland, 20 per cent Central, 19 per cent East, 10 per cent West, 2 per cent North

· ethnicity: 31.4 per cent Māori, 27.3 per cent Pacific, 15.5 per cent NZ European, 12.7 per cent Asian, 12.1 per cent other

· gender: 95 per cent female, 5 per cent male.

Bright Future Wolfgramm Charitable Trust

48. Established in 2025, this community-focused trust empowers youth and uplifts the wider community through free, inclusive programmes that promote physical, mental, and cultural well-being.

49. Core services:

· fitness training: CrossFit, high intensity interval training, and boxing (5+ years)

· cultural programmes: Tongan youth dance (3+ years) and weaving classes for elders

· work experience: 7-10 years of placements in barbering, mechanics, and construction for at-risk youth.

50. Membership overview:

· 30–50 regular and 30–50 casual members

· age: 10 per cent (0–13), 40 per cent (14–21), 40 per cent (22–65), 10 per cent (65+)

· 75 per cent local, 25 per cent non-local

· ethnicity: 80 per cent Pacific, 10 per cent Asian, 10 per cent Indian

· gender: 45 per cent female, 45 per cent male, 10 per cent gender neutral.

Applicants and assessment scores

51. The applications were assessed using a weighting table to rate a range of criteria, including:

· eligibility – is membership open or restricted?

· financial stability – did the group provide accounts, were the accounts audited, is the group reliant on council funding, is the group affiliated with a regional/national body.

· group sustainability – is the group fully self-supporting or do they require greater outside support?

· references – do the groups have supporting references.

· building size, configuration, location – does the building meet the needs of the group, are any modifications required?

· extent of usage – the hours per week the facility will be utilised?

· sharing and collaboration – who is the group willing to share and collaborate with?

· activity complies with land status – do the activities align with the classification of the land.

· any requirements for resource and building consent.

· do the group’s outcomes align with the local board plan and the Auckland Plan.

52. The assessment scores are provided in Table 2 below.

Table 2. Applicants and assessment scores

Applicant	Total Score	Key Strengts	Key Weakness	About the group
Ohomairangi Trust	95 per cent	High eligibility, usage, collaboration, and alignment	None noted	Based in Māngere, this group provides early intervention and parenting support services to whānau across South Auckland.
Vision Rehabilitation Services Trust	85 per cent	High usage, strong community need fit	Lower sustainability and financial detail	Provides a holistic and inclusive support for individuals experiencing vision loss or disabilities.
Martin Hautus Foundation Trust	85 per cent	Strong alignment, excellent collaboration	Limited weekly hours, no references	Supports the educational advancement and holistic development of young Pacific people and their whānau.
Māngere Budgeting Services Trust	78 per cent	Strong financials, regular use, good fit with local plans	No open membership, no references	The group helps to empower individuals and families to achieve financial independence and overall well-being.
Pregnancy Help Auckland Inc	77 per cent	Open access, strong programme fit	Low sustainability score	To provide free practical (material) assistance to whānau during pregnancy and childhood.
Bright Future Wolfgramm Charitable Trust	60 per cent	Some alignment and collaboration	Financial not available, low sustainability	Bright Future Wolfgramm Charitable Trust is a community-focused organisation dedicated to empowering youth and uplifting the wider community.

53. On 4 June 2025, staff presented their assessment findings to the local board at a workshop. Ohomairangi Trust emerged as the highest-scoring applicant in most key areas.

54. The trust has provided a comprehensive strategic plan outlining diverse funding sources and has demonstrated a willingness to share the space with other community groups. The trust has also demonstrated its capability to effectively deliver outcomes to the community through prior delivery. The group offers services and programmes that benefit the wider community.

Tauākī whakaaweawe āhuarangi

Climate impact statement

55. It is anticipated that the activation of this building will result in an increase of greenhouse gas emissions.

56. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the leaseholder:

· Use sustainable waste, energy, and water efficiency systems

· Use eco-labelled products and services

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

57. Asset improvements and maintenance undertaken by the council will strive for maximum reuse and recycling of existing material. This will be in alignment with the waste management hierarchy (prevention, reduction, recycling) to ensure minimum impact on greenhouse gas emissions.

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

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

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

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

60. Climate change has an unlikely potential to impact the lease, as no part of the leased area is in a flood-sensitive or coastal inundation zone.

An aerial view of a city

AI-generated content may be incorrect.

Figure 2: Image from Auckland Council Geo Maps Flood Viewer of 141R Robertson Road, Māngere East 2024.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

61. The following council staff have been consulted on the proposal. No objections to the proposed Expression of Interest (EOI) have been received.

· Parks and Places Specialist, Parks and Community Facilities

· Facilities Manager, Parks, and Community Facilities

· Manager Area Operations, Parks and Community Facilities

· Community Broker – Māngere-Ōtāhuhu

· Sport & Recreation Lead – Active Recreation

· Senior Heritage Assets Advisor – Heritage Information & Advice.

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

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

Local impacts and local board views

63. The proposed lease will benefit the community by enabling initiatives and programmes that create dedicated spaces to execute programmes for the wider community. These activities will empower, support, and encourage cultural exchange and foster active community participation. In doing so, they will also help strengthen community ties within the local board area and its surrounding communities.

64. The assessment of the application was discussed with the local board at its workshop on 4 June 2025 and 9 July 2025. The local board indicated its in-principle support of the lease proposal.

65. The delivered activities align and support the Māngere-Ōtāhuhu Local Board Plan 2023 Outcome: ‘Our People - Our people are our strength. Engaging with our diverse communities – from Māori, Pacific peoples, and children to rangatahi (youth) and senior people – enables us to provide the services and facilities they need, leading to better well-being.’

Tauākī whakaaweawe Māori

Māori impact statement

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

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

68. Community leasing aims to increase Māori well-being through targeted support for Māori community development projects.

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

70. Iwi engagement about the council’s intention to grant a new community lease for the building located at 141R Robertson Road, Māngere East 2024, was undertaken in April 2025, with the number of iwi groups identified as having an interest in land in the local board area.

71. The engagement involved an email to all iwi identified as having an interest in the area, containing detailed information on the land, the lessee, and the lease proposal as per Section 4 of the Conservation Act 1987.

Mana whenua	Feedback
Te Ākitai Waiohua	Staff emailed Te Ākitai Waiohua with information about the proposal and sought feedback, but did not receive a response.
Te Ahiwaru Trust	No opposition to this lease.
Te Kawerau ā Maki	Defers to Te Ākitai Waiohua and Te Ahiwaru Trust.
Ngāi Tai ki Tāmaki Ngāti Maru Ngāti Tamaoho Ngāti Tamaterā Ngāti Te Ata Ngāti Whanaunga Waikato-Tainui Ngāti Whātua o Ōrakei	Staff emailed these iwi groups with information about the proposal and sought feedback but did not receive a response.

Ngā ritenga ā-pūtea

Financial implications

72. All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Parks and Community Facilities department of the council.

73. Staff have consulted with the Financial Advisory department of the council. No concerns were raised regarding the financial implications for the proposed new lease to the successful applicant at 141R Robertson Road, Māngere East.

74. Staff recommend that the rent be set at $1300 per annum, in alignment with the Community Occupancy Guidelines (updated 2023).

75. Ongoing maintenance of the assets will be covered by the council, which is accounted for in current and future budgets. An annual maintenance fee of $5000 (plus GST) is charged to the group towards maintenance of the building. This covers building insurance, maintenance, and compliance costs.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

76. Should the local board resolve not to grant the proposed community lease to Ohomairangi Trust at 141R Robertson Road, Māngere East 2024, the group’s ability to expand and deliver both current and future services will be significantly affected. This would, in turn, hinder progress towards achieving the desired outcomes outlined in the local board plan.

Ngā koringa ā-muri

Next steps

77. If the local board resolves to grant the proposed new community lease to Ohomairangi Trust, staff will work with the group to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Site plan - 141R Robertson Road, Māngere East 2024
b ⇨	Community outcomes plan - Ohomairangi Trust
c ⇨	Program Overview and Schedule

Ngā kaihaina

Signatories

Author

Gordon Ford - Community Lease Specialist

Authorisers

Kim O’Neill - Head of Property & Commercial Business

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Kōkiri Agreement 2025-2026 (local board transport agreement)

File No.: CP2025/14262

Te take mō te pūrongo

Purpose of the report

1. To seek endorsement of the Māngere-Ōtāhuhu Local Board Kōkiri Agreement 2025-2026, which provides a plan for Auckland Transport’s work programme engagement.

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement is the culmination of an annual process that sets the agreed levels of engagement between Auckland Transport and the local board on Auckland Transport’s annual work programme.

3. The process began when Auckland Transport provided advice to the Māngere-Ōtāhuhu Local Board at a forward works programme briefing on 9 October 2024. The local board responded formally in 6 December 2024 by identifying its priorities and specifying the level of engagement it seeks for each project or programme (MO/2024/180).

4. Auckland Transport has considered the local board’s feedback from March (MO/2025/30) and now provides a Kōkiri Agreement that formalises the agreed approach to engagement.

5. This report seeks local board endorsement of the Kōkiri Agreement 2025-2026 (Attachment A).

6. Auckland Transport will provide quarterly updates on the Kōkiri Agreement, with the first report scheduled for September 2024.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) ohia / endorses the levels of engagement established by Auckland Transport in the Māngere-Ōtāhuhu Local Board Kōkiri Agreement 2025-2026.

b) tuhi tīpoka / note that Auckland Transport’s forward work programme brief as appended in Attachment B to the agenda report was received and considered by the local board prior to making decisions on the proposed levels of engagement outlined in the Kōkiri Agreement 2025–2026.

Horopaki

Context

Project Kōkiri

7. Project Kōkiri began in mid-2023 and aims to establish a more structured and supportive relationship between local boards and Auckland Transport (AT).

8. The project is part of AT’s response to the 2020 Review of Auckland Council’s Council-controlled Organisations, which identified a need for more meaningful and collaborative engagement between AT and local boards.

9. Since the 2020 review, Auckland Transport has taken steps to improve the flow of information and support local board decision-making. These efforts have culminated in the development of the Kōkiri process.

10. The Kōkiri process establishes an annual engagement structure, with each local board's desired level of engagement captured in their Kōkiri Agreement (local board transport agreement).

11. Table One outlines the key steps for developing Kōkiri Agreements.

Table One: Process for developing Kōkiri Agreements

Process for developing Kōkiri Agreements
Oct – Nov 2024	Local boards received early advice on AT’s forthcoming financial year work at forward work programme briefings. (Attachment B)
Mar – Apr 2025	Local boards provided formal feedback on AT’s work programme, including: a) the desired level of engagement for specific projects or programmes b) suggestions for additional projects not included in the forward work programme c) identification of any projects unlikely to receive community support.
May – Jun 2025	AT responded to this feedback via memo (Attachment C).
Jul 2025	This report seeks endorsement of the local board’s Kōkiri Agreement (Attachment A).
Ongoing	Quarterly progress reports will be provided on the projects and programmes in each local board’s Kōkiri Agreement. A summary of last year’s Kōkiri Agreement is included as Attachment D.

12. Through Kōkiri, Auckland Transport aims to provide local boards with a clear and consistent framework for engagement. This structure enables local boards to influence AT’s work programme through formal feedback.

Tātaritanga me ngā tohutohu

Analysis and advice

13. Kōkiri Agreements prioritise the projects and programmes that are of most interest to each local board. Auckland Transport delivers hundreds of projects annually across each local board area, making it essential to understand what matters most to each board.

14. Clear prioritisation from local boards provides valuable insight into transport-related objectives. By reviewing AT’s proposed work and identifying key priorities, local boards offer meaningful guidance that AT can use to either adjust planning or clearly explain why certain projects or programmes may not be feasible.

15. While Auckland Transport’s planning processes have some built-in flexibility, having clear information about local board expectations enables better alignment with local needs. The overall aim of Project Kōkiri is to strengthen relationships and support greater local board input into AT’s planning and delivery.

16. The Kōkiri Agreement also sets out a framework for regular progress reporting. Each quarter, local boards receive an update on their agreement, providing an opportunity for both parties to review progress and make any necessary updates or amendments.

17. Attachment C provides a summary of the 2024–2025 Kōkiri Agreement, including completed work and any changes made to the original document.

Transport reform

18. Auckland Council and Auckland Transport are currently awaiting the release of the updated Local Government (Auckland Council) Act 2009, which is expected to include changes to local boards’ transport decision-making responsibilities. At the time of writing, the implications of the legislation have not been confirmed. Once further information is available, both Auckland Council and Auckland Transport will provide updates to ensure local boards are informed of any changes that may impact their role in transport planning and decision-making.

Tauākī whakaaweawe āhuarangi

Climate impact statement

19. Auckland Transport engages closely with the council on developing strategy, actions and measures to support the outcomes sought by the Auckland Plan 2050, Te-Tāruke-ā-Tāwhiri: Auckland’s Climate Plan and the council’s priorities.

20. Auckland Transport reviews the potential climate impacts of all projects and works hard to minimise carbon emissions. Auckland Transport’s work programme has been 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

21. Project Kōkiri was developed in close collaboration with Auckland Council’s Governance and Engagement Department and has been regularly reported to the Local Board Chairs’ Forum, typically monthly.

22. The project is a key deliverable of the Local Board Relationship Project, which was initiated in response to the 2022 Mayoral Letter of Expectation. This directive stated:

“The Statement of Intent 2023–2026 must set out how AT will achieve closer local board involvement in the design and planning stage of local transport projects that affect their communities.”

23. Project Kōkiri directly responds to this directive. Local board feedback is gathered through regular reporting mechanisms, with additional insights provided by quarterly surveys measuring satisfaction with engagement.

24. The project also builds on historical engagement practices with both Auckland Council and other council-controlled organisations (CCOs), drawing from lessons learned to shape a more consistent and collaborative approach.

25. Auckland Transport will use the Kōkiri Agreements to inform internal delivery teams of each local board’s priorities and expectations for engagement throughout the planning and implementation of transport projects and programmes.

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

Local impacts and local board views

26. Auckland Transport provided the local board with a forward works programme briefing at a workshop on 6 December 2024 to receive quality advice on the programme.

27. The response from both elected members and staff supporting local boards has been positive. Elected member satisfaction is measured using regular surveys, that demonstrate an increase in satisfaction from 41-71 per cent since Kōkiri started. Auckland Transport executives also engage directly with local board chairs. Council staff supporting local boards are regulalry engaged and Senior Advisors were invited to the Forward Works Programme debrief.

28. Respondents are specifically supportive of the large amount and quality of information provided, the detailed discussion with subject matter experts, and attendance at workshops by AT executive leaders.

29. There were additional workshops on 27 November 2024 with the Auckland Transport Elected Member Relationship Manager to discuss the proposed programme and help support local boards to develop their views.

30. This local board provided its feedback on the proposed programme and their priorities in a business meeting report on 19 March 2025 (MO/2025/11).

31. Auckland Transport responded to this formal feedback by memorandum (Attachment C).

Tauākī whakaaweawe Māori

Māori impact statement

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

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

34. When required, or good practice, Auckland Transport will engage with iwi about projects or programmes.

Ngā ritenga ā-pūtea

Financial implications

35. This decision has no financial implications for the local board because Auckland Transport funds all projects and programmes.

36. Local boards do have a discretionary transport budget through the local board transport capital funds, and these projects are included in the Kōkiri Agreement. However, their financial implications are reported separately.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

37. Delays in decision-making or a lack of local board capacity to support the agreed level of engagement may lead to project delays and increased costs for Auckland Transport and consequently, for the ratepayer.

Ngā koringa ā-muri

Next steps

38. Auckland Transport will use the Kōkiri Agreement to inform internal teams delivering projects and programmes about the local board’s priorities and expectations for engagement.

39. Auckland Transport will report on the Kōkiri Agreement quarterly, starting in September 2025.

Legislative changes

40. Auckland Council and Auckland Transport will update local boards on any changes to transport legislation and how this may impact local boards’ role in transport planning and decision-making.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Kōkiri Agreement 2025-2026
b ⇨	Auckland Transport’s forward work programme (Under Separate Cover)
c ⇨	Auckland Transport's response memo
d ⇨	A summary of last year's Kōkiri agreement

Ngā kaihaina

Signatories

Author

Ben Stallworthy - Principal Advisor Strategic Relationships, Auckland Transport

Authorisers

John Gillespie - Head Stakeholder/ Elected Member Management – Auckland Transport

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Local board views on Plan Change 113 - adding trees and groups of trees to Schedule 10 - Notable Trees Schedule of the Auckland Unitary Plan Operative in Part, and to the Notable Trees overlay

File No.: CP2025/16892

Te take mō te pūrongo

Purpose of the report

1. To invite local board views on Plan Change 113, which seeks to add 174 trees and 29 groups of trees to Schedule 10 Notable Trees Schedule of the Auckland Unitary Plan (Operative in part) (AUP).

Whakarāpopototanga matua

Executive summary

2. Decision-makers on a plan change to the AUP must consider local boards’ views where provided.

3. The purpose of Plan Change 113 (PC113) is to amend or add 161 entries to Schedule 10 Notable Trees Schedule (‘Schedule 10’). The additions and amendments comprise 174 individual trees and 29 groups of trees. The Notable Trees Overlay (the ‘overlay’) is also amended accordingly.

4. The local boards had an opportunity to express views on the draft plan change before it was finalised and notified for submissions. A report was taken to all local board business meetings (except for Aotea/Great Barrier and Waiheke Local Boards) during March 2025. All feedback received during this stage was incorporated into the report that was presented to the Policy and Planning Committee.

5. The Policy and Planning Committee approved the notification of PC113 at its meeting on 15 May 2025 (PEPCC/2025/47).

6. The local boards were emailed further information about the trees and groups of trees proposed to be added within their board areas on 16 May 2025.

7. PC113 was notified on 22 May 2025. A 20-day period of public submissions closed on 23 June 2025. 113 individual submissions were received. A period for further submissions closed on 25 July 2025 and 4 further submissions were received.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) tuku / provide their local board views on PC113, which adds 174 trees and 29 groups of trees across the region to Schedule 10, and to the Notable Trees Overlay in the AUP maps.

b) kopou / appoint a local board member to speak to the local board views at a hearing on the plan change.

c) tāpae / delegate authority to each local board chairperson to make a replacement appointment in the event the local board member appointed in resolution (b) is unable to attend the plan change hearing.

Horopaki

Context

Decision-making authority

8. Each local board is responsible for communicating the interests and preferences of people in its area regarding the content of Auckland Council’s strategies, policies, plans, and bylaws. Local boards provide their views on these documents’ contents. Decision-makers must consider local boards’ views when deciding the content of these policy documents.^{^[1]} (sections 15-16 Local Government (Auckland Council) Act 2009).

9. A plan change will be included in the AUP if it is approved. Local boards must have the opportunity to provide their views on council-initiated plan changes – a plan change alters the content of the Auckland Unitary Plan.

10. If the local board chooses to provide its views, the planner includes local board views verbatim, and addresses those views in the hearing report (alongside issues raised by submitters).

11. If appointed by resolution, a local board member may present only the local board’s views at the hearing to commissioners, who decide on the plan change.

12. This report provides an overview of the plan change, and a summary of key themes from submissions. A summary of local board views on the plan change during its draft stage are included at Attachment A.

13. The purpose of the plan change is to address the nominations for notable trees that the council has held in its database over the last 10-12 years. All nominations were progressively evaluated between 2022 and 2024, with a view to adding them to Schedule 10 and the corresponding mapped overlay, which spatially identifies the locations of all notable trees and notable groups found in the schedule.

14. Schedule 10 is managed by the AUP through a policy and rule framework. The Regional Policy Statement (RPS) in the AUP (Chapter B4.5. Notable Trees) contains the objectives and policies (including the criteria for scheduling). Chapter D13 Notable Trees overlay contains the district-level objectives and policies, and sets out the rules framework for how activities affecting notable trees are treated. Schedule 10 itself is found in Chapter L -Schedules. The AUP maps contain the Notable Trees overlay which spatially identifies the locations of all notable trees and groups throughout the region, using specific symbology.

15. The scope of PC113 is strictly limited to adding trees and groups of trees to Schedule 10. It does not seek to amend any other parts of Schedule 10, or to amend any of the policy or rules framework relating to Notable Trees.

Tātaritanga me ngā tohutohu

Analysis and advice

Plan change overview

16. The report to the local board business meetings in March 2025 outlined the background to PC113 and provided a summary of all the trees and groups of trees proposed to be added within the various board areas. At that time, details such as exact locations of proposed trees and groups of trees had not been finalised. The process of evaluating hundreds of nominated trees and groups required a careful assessment and a triage process by council planners, arborists, heritage staff, GIS staff and planning technicians. The boards were provided with a breakdown of the final list of additions to Schedule 10 according to board area on 16 May 2025 via email.

17. Some feedback from local boards expressed a desire for additional trees to be added as part of the plan change. The nominations considered as part of the process included all those up to the end of June 2024 only. This was to ensure that all consultation, evaluations and preparation could be adequately prepared and executed within a reasonable timeframe. Any nominations received after June 2024 are held in the council’s database and will be evaluated at a future date to be determined.

18. Supporting documentation (including all public submissions received, and a full summary of those submissions) is available from the council’s website.

19. Council’s planners, and other experts, will now evaluate and report on:

· the plan change

· all submissions

· views and preferences of the local board, if the local board passes a resolution.

20. A hearings report will be prepared and all submissions and feedback considered by planners and subject matter experts. Officers will provide recommendations on whether to accept or reject (or accept in part) submissions, or whether submissions are considered to be out of scope; but a hearings panel will make the final decision on these recommendations.

21. The hearing is expected to be held later this year.

Overview of submissions received

22. The overarching submission themes are as follows:

· support the plan change with no amendments

· support the plan change with amendments

· decline the plan change

· decline the plan change with amendments.

23. 113 individual submissions were made. Some submissions sought more than one point of relief. A total of approximately 170 submission points were summarised.

Table 1: Summary of feedback by submitters

Submissions	Approximate Number
In support of the plan change as a whole, and/or with specific support for certain trees/groups	56
Opposition to certain trees/groups of trees being added to the Schedule (note that more than one submission or submission point may apply to a proposed tree/group)	69
Seek to add more trees to the Schedule (specific ones and ‘in general’)	12
Decline the plan change in general	4
Relating to various issues such as seeking alternatives or additions to scheduling, process and operational matters, disclosure of nominators’ details, or support for another primary submitter	28
No decision requested	1

24. Submitters’ addresses are not mapped, which means it is not possible to provide details of submissions according to local board area. Additionally, the nature of most submissions is seeking general support, or general opposition to, PC113 (which applies regionally). The submitters seeking specific removal of certain trees or groups from the Schedule are not necessarily the owners of the trees or groups of trees proposed to be added to the Schedule via PC113. Other submissions are relatively general in the sense that they apply to issues of process or policy matters.

25. Information on all individual submissions, and the summary of all decisions requested by submitters, is available from council’s website at the link provided above. For the boards’ information, a summarised version of all submissions is attached at Appendix B.

Tauākī whakaaweawe āhuarangi

Climate impact statement

Context

26. Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan sets out Auckland’s climate goals:

· to adapt to the impacts of climate change by planning for the changes we will face (climate adaptation)

· to reduce greenhouse gas emissions by 50 per cent by 2030 and achieve net zero emissions by 2050 (climate mitigation).

27. Both climate goals are relevant and align with the requirementfor RMA decision-makers to have:

· particular regard to the effects of climate change (section 7(i) RMA), and

· regard to any emissions reduction plan and any national adaptation plan prepared under the Climate Change Response Act 2002 (section 74(2) RMA) when preparing or changing a district plan.

28. Notable trees are part of the overall canopy cover of Auckland. They make a positive contribution to Auckland’s climate by assisting with carbon sequestration and reducing net greenhouse gas emissions. CO₂ (carbon dioxide) is stored in the trees’ wood, leaves, roots, and the soil around the trees.

29. While not all the proposed additions to the Schedule are located in the urban environment, most are. Large trees in built-up areas are known to have a cooling effect through evapotranspiration and shade, reducing temperatures and energy consumption. Shade from trees also reduces the amount of direct sunlight reaching surfaces and buildings, further lowering temperatures.

30. An increase in notable trees would have further positive effects on Auckland’s climate by providing them with specific protection against removal, so that their ongoing contribution to positive climate effects can continue.

31. Moreover, any particular local board views on climate adaptation and/or climate mitigation will be considered by the plan change decision-makers.

Local board views - climate

32. It is considered that the plan change will not affect any local board in particular in terms of climate change. Across local board areas, the collective addition of trees and groups of trees to Schedule 10 will be beneficial in terms of their contribution to climate change mitigation by ensuring their retention and formal protection.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Many of the trees and groups of trees subject to PC113 are located on council reserves, as well as on road reserves which are the domain of Auckland Transport. Owners (and occupiers) of land upon which a nominated tree or group is located were notified as part of a mail-out to advise of the plan change process and of upcoming site visits by a council arborist to evaluate the trees; this included council and Auckland-Transport owned trees.

34. Auckland Council made a submission on PC113. Submissions points reflected an error identified in the plan change documents, and also to describe several situations where it was determined that proposed trees were no longer present on the sites.

35. Auckland Urban Development Office (formerly Eke Panuku) provided feedback on two sites where one tree and a group of trees are proposed to be added to the Schedule. Their feedback related to these sites being part of proposed urban regeneration areas. No council-controlled organisations made a submission to PC113.

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

Local impacts and local board views

36. The purpose of this plan change is to add or amend 161 new ‘line items’ to Schedule 10 of the AUP, which results in 174 trees and 29 groups of trees being added. Initial feedback on the draft plan change was gathered during local board business meetings in March 2025, before final tree locations were confirmed. Following a detailed evaluation process, finalised lists were shared with boards in May. While some boards requested additional trees, only nominations received by June 2024 were considered, with later submissions held for future assessment.

37. This plan change relates to all local board areas apart from Aotea/Great Barrier Local Board and Waiheke Local Board. Schedule 10 does not include the Hauraki Gulf Islands.

38. This report is the mechanism for obtaining further local board views following public submissions to the plan change. The decision-makers will consider local board views, if provided, when deciding on the plan change.

Tauākī whakaaweawe Māori

Māori impact statement

39. If the local board chooses to provide its views on the plan change it includes the opportunity to comment on matters that may be of interest or importance to Māori, wellbeing of Māori communities or Te Ao Māori (Māori world view).

40. Council is required to consult with iwi authorities when preparing a plan change. As part of PC113, iwi authorities were consulted. A letter (via email) was provided on 4 March 2025 to all iwi authorities recorded by council as being associated with the Auckland region. The letter provided an explanation of the proposed plan change and a draft list of all proposed trees and groups of trees to be added.

41. Kōrero was subsequently held with a representative from Ngāi Tai ki Tāmaki specifically in relation to a pōhutukawa in Cockle Bay (which is already scheduled), and some additional pōhutukawa in Maraetai. A second request was received from Ngāti Paoa in relation to the location of proposed notable trees, and further information was sent to them on 30 May 2025. To date, no other feedback on the plan change has been received from iwi authorities.

42. A submission on the plan change was received from Ngāti Whātua Ōrākei Whai Māia Ltd (submission number 93). The submission supported PC113 and included reasons for this support.

43. As part of the hearings report, the planner will include an analysis of Part 2 of the RMA which requires that all persons exercising RMA functions take into account the principles of the Treaty of Waitangi/Te Tiriti o Waitangi. The plan change does not trigger a specific issue of significance as identified in the Schedule of Issues of Significance (2021) and Māori Plan (2017, Houkura Independent Māori Statutory Board).

Ngā ritenga ā-pūtea

Financial implications

44. The plan change does not pose any financial implications for the local board’s assets or operations.

45. Costs from the plan-making process are met by existing council budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

46. The local board will be unable to provide its views and preferences on the plan change, if it does not pass a resolution. This report provides:

· the mechanism for the local board to express its views and preferences

· the opportunity for a local board member to speak at a hearing.

47. If the local board chooses not to pass a resolution at this business meeting, these opportunities are forgone.

48. The power to provide local board views regarding the content of a plan change cannot be delegated to individual local board member(s) (Local Government Act 2002, Schedule 7, clause 36D). This report enables the whole local board to decide whether to provide its views and, if so, to determine what matters those views should include.

Ngā koringa ā-muri

Next steps

49. The planner will include, and report on, any resolution of the local board in the hearing report. The local board member appointed to speak to the local board’s views will be informed of the hearing date and invited to the hearing for that purpose.

50. The planner will advise the local board of the decision on the plan change by memorandum, if local board views are provided.

51. Following recommendations made by the Hearings Panel, the item will go to the Policy and Planning Committee for a decision in terms of the plan change being made operative.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Attachment A - Local Board Feedback on proposed Plan Change 113 March 2025
b ⇨	Attachment B - Summary of Decisions Requested by submitters to Plan Change 113

Ngā kaihaina

Signatories

Author

Ruth Andrews - Senior Policy Planner

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

John Duguid - General Manager Planning and Resource Consents

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Endorsement of the Ōtāhuhu Coastline of the Tāmaki Estuary within the Māngere - Ōtāhuhu Local Board area

File No.: CP2025/16924

Te take mō te pūrongo

Purpose of the report

1. To seek ohia/endorsement of the Tāmaki Estuary Shoreline Adaptation Plan, specifically for unit 3 in the Māngere – Ōtāhuhu Local Board area (as set out in Volume 2 and Volume 3; Attachments A and B to the agenda report).

Whakarāpopototanga matua

Executive summary

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

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

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

5. The shoreline adaptation plan for Tāmaki Estuary Shoreline Adaptation Plan has been informed by:

· engagement with the Māngere - Ōtāhuhu Local Board: initiated in December 2023 (prior to community engagement), with follow-up workshops held in 2024 and 2025 to update the local board on programme updates, discussing community feedback and seeking feedback on the draft coastal adaptation strategies

· mana whenua engagement: hui with Ngaati Whanaunga, Ngāti Tamaterā, Ngāti Maru, Te Ākitai Waiohua, Ngāi Tai ki Tāmaki, Ngaati Te Ata Waiohua, Ngāti Paoa, Waikato Tainui, Te Patukirikiri, Marutūāhu Collective (Ngāti Maru, Ngaati Whanaunga, Ngāti Paoa, Ngāti Tamaterā, Te Patukirikiri (of Kapetaua)

· community engagement (facilitated via digital tools and in-person events):

Ø community engagement ran in parallel to the Highbrook to Whitford Shoreline Adaptation Plan

Ø initial engagement took place between ran from February to April 2024 to identify community use and values. Further engagement between October to December 2024 sought specific feedback on draft adaptation strategies.

6. The Tāmaki Estuary Shoreline Adaptation Plans Volume 2 and 3 (Attachment A and B) includes adaptation strategies for each ‘stretch’ of shoreline. It provides guidance on how council-owned land and assets can be adapted over a range of change scenarios (low, moderate and high) to sustainably manage the escalating impacts of coastal hazards and climate change. Responses vary depending on levels of risk, exposure, and the types of assets present in each area of coast.

7. The majority of Unit 3 of the Tāmaki Estuary Shoreline Adaptation Plan (Attachment B) is within the Māngere-Ōtāhuhu Local Board area, noting that stretch 3.6 sits within the Ōtara-Papatoetoe Local Board area.

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

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

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

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

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

10. Across the one coastal unit within the Māngere-Ōtāhuhu Local Board area, the following shoreline adaptation strategies are proposed:

· Maintain over all climate scenarios has been identified for the Otahuhu Creek shoreline west of Taamaki ki Taatahi/ Seaside Park. Maintain in the moderate to high climate scenario has also been identified for stretches with limited and unconnected reserves to reflect the low wave-energy environment of the area, the presence of the mangroves on the coast which are highly valued by the community, and the desire to maintain access to major infrastructure traversing through the area (e.g. State Highway 1 Motorway and Southern Motorway)

· the coastal margin of Taamaki ki Taatahi/ Seaside Park is protected by an engineered hard protection structure, in combination with areas of enhanced saltmarsh habitat. Protect is appropriate over the low to moderate change scenario acknowledging the presence of existing hard protection structures. The closed landfill will continue to be managed under the Closed Landfill Asset Management Plan.

· Adaptation priority in the high climate scenario signals the potential for ongoing engagement with stakeholders to consider future options to enable continuation or adaptation of recreational activities and associated levels of service within Taamaki ki Taatahi/ Seaside Park

· No Action is identified for private property, Crown land, or areas of the coast with limited council-owned land or assets exposed.

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

12. The adaptation strategies selected in the Tāmaki Estuary shoreline adaptation plan do not commit council to any additional investment and no financial investment decisions have been made at this time.

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

14. Staff recommend that the Māngere-Ōtāhuhu Local Board endorse the Tāmaki Estuary Shoreline Adaptation Plan as a guiding document to manage and adapt council-owned land and assets to the impacts of coastal hazards and climate change over time.

15. The Maungakiekie-Tāmaki and Ōtara-Papatoetoe Local Boards are also recommended by staff to endorse Tāmaki Estuary Shoreline Adaptation Plan at their August 2025 business meetings.

16. Following endorsement, the Tāmaki Estuary Shoreline Adaptation Plan will be presented to the Planning and Policy Committee for approval.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) ohia / endorse the Tāmaki Estuary Shoreline Adaptation Plan (Attachments A and B).

Horopaki

Context

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

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

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

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

	· Auckland council owned land, including regional and district parks and other landholdings held by Auckland council and the CCOs
	· Community facility assets. Such as buildings, parks infrastructure, facilities or closed landfills
	· Water assets including stormwater, potable water and wastewater
	· Roads, transport networks (such as shared pathways, cycleways busways and ferry and train infrastructure) which are owned or managed by Auckland Council or Auckland Transport

Table 1: Categories used to group Auckland Council and CCO-owned coastal land and assets considered within each shoreline adaptation plan.

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

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

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

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

· the shoreline adaptation plans follow guidance from the Ministry for the Environment (2024) to apply a best practice method for developing the Dynamic Adaptive Policy Pathways through coastal hazards vulnerability and risk assessment alongside community and mana whenua engagement.

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

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

24. The shoreline adaptation plan programme considers three hazards (coastal erosion, coastal inundation and catchment (rainfall) flooding where it interacts with the coastal environment). For further information on these hazards refer to Section 4 of Volume 1 – Understanding the Shoreline Adaptation Plans.

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

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

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

· High climate change scenario: over a metre of sea level rise (and a one per cent annual exceedance probability storm/rainfall event scenario) and a corresponding understanding of coastal erosion and instability susceptibility based on a sea level of over a metre.

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

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

Maintain

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

Protect

A purple and white shield

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

No action

A blue square with a logo and a flower

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

Adaptation priority area

A blue flag with a white mark on it

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

Figure 1: Adaptation strategies for the shoreline adaptation plans.

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

· Volume 1: Details of the overarching programme

· Volume 2: Contextual overview of the specific shoreline adaptation plan area (see Attachment A)

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

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Figure 1 Depiction of the scale and content of the three volumes of reports applicable to the Tāmaki Shoreline Adaptation Plan.

Tātaritanga me ngā tohutohu

Analysis and advice

The Tāmaki Estuary Shoreline Adaptation Plan

29. The Tāmaki Estuary Shoreline Adaptation Plan area spans the middle and upper reaches of the Tāmaki inlet, from Wai-o-Taiki Bay on the western coastline and extending east around the inlet to Highbrook. The total coastline of this Shoreline Adaptation Plan area is approximately 42 km in length. The background, including the key council land and assets, cultural context provided by local iwi and community feedback is addressed in Volume 2 Tāmaki Estuary Area Plan (Attachment A).

30. Within the shoreline adaptation plan, Unit 3 is within the Māngere-Ōtāhuhu Local Board’s area and is one (1) of four (4) ‘units’ considered within this plan. Unit 3 includes six (6) ‘stretches’, of which five are within the Māngere-Ōtāhuhu Local Board’s area. Each unit is outlined in Volume 3 Tāmaki Estuary (Attachment B):

What is happening? Coastal hazards and climate change

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

32. The shoreline adaptation plan programme considers three hazards (coastal erosion, coastal inundation and catchment (rainfall) flooding where it interacts with the coastal environment). For further information on these hazards refer to Volume 1.

33. An overview of the hazard scape is included at a shoreline adaptation plan area scale in the Volume 2 report and at a detailed scale in Volume 3 for each unit (refer to figure 2 below). Key areas of note within the Māngere-Ōtāhuhu Local Board’s area are:

· much of the coastline is a low wave-energy environment. Dense mangrove habitat fringes the upper reaches of Tāmaki River and provides a natural buffer to coastal processes

· the most exposed section of the shoreline is the headland at Taamaki ki Taatahi/ Seaside Park , a closed landfill with a reclaimed coastal margin. Although Taamaki ki Taatahi/ Seaside Park is armoured by rock revetments, ongoing maintenance is required. The shoreline of Taamaki ki Taatahi/ Seaside Park is exposed to coastal inundation in the 1% AEP storm event with 0.5m of sea-level rise, with the coastal inundation extent predicted to impact the sports field and several adjacent streets with ongoing sea-level rise coastal armouring is also present in Huia-tau/ Schroffs Reserve, and with low-lying areas predicted to be inundated in the high change scenario.

Figure 2: Unit map overview for Tāmaki Estuary Shoreline Adaptation Plan.

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

34. A detailed overview of council land and assets and the supporting cultural, social and ecological context is provided in Volume 2 and Volume 3 (Attachment A and B).

35. Auckland council land and assets, within the Tāmaki Estuary Shoreline Adaptation Plan area include (but are not limited to):

· 281 hectares of park/ reserve land

· 97 kilometres of road network

· 570 kilometres of water piped networks

· 122 council owned buildings and wharves.

36. The Tāmaki Estuary Shoreline Adaptation Plan area is also noted to include 103 publicly identified sites. Additional cultural landscapes, statutory acknowledgement areas, values and sites may be present and further development of cultural statements, in response to the shoreline adaptation plan programme is anticipated.

37. Within the Māngere-Ōtāhuhu Local Board’s area (Unit 3), urban areas, recreational open space and infrastructure (roading connections) are located in proximity to the coast. Taamaki ki Taatahi/ Seaside Park is a closed landfill with a reclaimed coastal margin that is highly-valued as a public space.

Local input into local issues

38. The purpose of community engagement throughout Shoreline Adaptation Plan development is to identify how the community use and value their coastal areas. This has been supported by analysis of publicly available documents (such as local board and local parks plans).

39. Development of the Tāmaki Estuary Shoreline Adaptation Plan has included engagement with:

· Ngā iwi o Tāmaki Makaurau nineteen iwi of Tāmaki Makaurau and (recognises that each iwi is wholly autonomous, individual and unique) including Ngāi Tai ki Tāmaki, Ngaati Whanaunga, Ngāti Tamaterā, Ngāti Maru, Te Ākitai Waiohua, , Ngaati Te Ata Waiohua, Ngāti Paoa, Waikato Tainui, Te Patukirikiri, Marutūāhu Collective (Ngāti Maru, Ngaati Whanaunga, Ngāti Paoa, Ngāti Tamaterā, Te Patukirikiri (of Kapetaua)

· Māngere-Ōtāhuhu Local Board (along with the Maungakiekie-Tāmaki and Ōtara-Papatoetoe Local Boards)

· Local community including Tāmaki Estuary Environmental Forum, Tāmaki Estuary Protection Society, NZ Motor Caravan Association and Wai-O-Taiki Residents Association, ecological groups and community members

· asset owners and managers including Parks and Community Facilities, Auckland Transport, Healthy Waters and Flood Resilience, Closed landfills, New Zealand Transport Agency Waka Kotahi, Waste Solutions and Watercare Services

· acknowledging the location of specific assets, land uses and third-party infrastructure within these Shoreline Adaptation Plans, communications and engagement has also taken place with Transpower and New Zealand Transport Agency Waka Kotahi for the wider shoreline adaptation plan area.

40. Community engagement ran in parallel with engagement for the Highbrook to Whitford Shoreline Adaptation Plan and was delivered in person and digitally as follows:

· initial community engagement took place in February to April 2024

· a second round of further engagement was completed in October to December 2024 to seek feedback on area specific strategies. The shoreline adaptation plan team have also attended working groups meetings following the consultation period, with the Tamaki Estuary Environmental Forum.

41. Community engagement included digital and in-person events to identify community use and values and seek feedback on draft strategy consultation documents. This included direct meetings with stakeholders, attendance at residents and community group meetings (i.e. the Tāmaki Estuary Environmental Forum and the Auckland East Community Association, with approximately fifteen (15) in-person, public outreach events to inform people of the shoreline adaptation plan programme and receive feedback.

42. Digital engagement was undertaken using Social Pinpoint, and AK Have Your Say. Social Pinpoint, an online engagement platform, provided 259 comments pinned to an interactive map for the area. AK Have Your Say received a total of 188 surveys. Feedback was also received via email submissions.

43. Feedback has been analysed and used to develop community objectives and guide the development of the adaptation strategies. Community objectives are included in Volume 2 (Attachment A) and locationally specific feedback is identified in Volume 3 (Attachment B).

44. Engagement with local iwi and asset owners has been undertaken through separate workstreams and is outlined in Volume 2 and respective Volume 3 documents (see Attachments A and B).

What can we do about it? Adaptation strategies for the Māngere-Ōtāhuhu Local Board area of the Ōtāhuhu coastline

45. The shoreline has been divided into several coastal units, defined by the driving coastal processes. Within these, stretches have been developed to reflect the varying distribution of assets and the subsequent, appropriate management strategies

46. The Tāmaki Estuary Shoreline Adaptation Plan includes 26 coastal stretches, of which 5 are located within Unit 3 of the Māngere-Ōtāhuhu Local Board area. The recommended adaptation strategies are represented as pathways across the three coastal change scenarios previously outlined.

47. A comprehensive overview of the recommended strategies for each stretch and supporting rationale is provided in Volume 3 (Attachment B). In summary:

· Maintain over all climate scenarios has been identified for the Ōtāhuhu Creek shoreline west of Taamaki ki Taatahi/ Seaside Park. Maintain in the moderate to high climate scenario has also been identified for stretches with limited and unconnected reserves to reflect the low wave-energy environment of the area, the presence of the mangroves on the coast which are highly valued by the community, and the desire to maintain access to major infrastructure traversing through the area (e.g. State Highway 1 Motorway and Southern Motorway)

· the coastal margin of Taamaki ki Taatahi/ Seaside Park is protected by engineered hard protection structures, in combination with areas of enhanced saltmarsh habitat. Protect is appropriate over the low to moderate change scenario recognising the ongoing presence of these hard protection structures. The closed landfill will continue to be managed under the Closed Landfill Asset Management Plan. Adaptation priority in the high climate scenario signals the potential for ongoing engagement with stakeholders to consider future options to enable continuation or adaptation of recreational activities and associated levels of service within the park

· No Action is identified for private property, Crown land, or areas of the coast with limited council-owned land or assets exposed.

48. Adaptation strategies and pathways do not preclude further investment or planned asset management. As living documents, the shoreline adaptation plans may be updated to reflect land use change, investment in assets, community values and environmental change.

Tauākī whakaaweawe āhuarangi

Climate impact statement

49. The shoreline adaptation plan work programme is funded as part of the council’s climate action package and is a core climate adaptation workstream. As global temperatures rise, Tāmaki Makaurau is predicted to experience between 0.6 and 1.5 meters of sea level rise by 2130, depending on the future CO2 emissions scenario. The impacts of climate change and sea-level rise are expected to increase the frequency, intensity and magnitude of natural hazards including coastal erosion, coastal inundation, and rainfall flooding.

50. To prepare for the future with climate change, we need to plan adaptively. Shoreline adaptation plans will help reduce asset exposure and signal the need to work with nature by developing natural systems (such as wide beaches, well vegetated dunes, and tidal marshes) that are more resilient to the impacts of climate change.

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

52. The Tāmaki Estuary Shoreline Adaptation Plan outlines how council-owned land and assets can be managed to mitigate the impacts of coastal hazards and climate change. Implementation of the shoreline adaptation plans will increase resilience by reducing exposure and vulnerability of assets in hazards zones.

53. Greenhouse gas emissions are not directly considered within the shoreline adaptation plans, which focuses on the strategic goal of adapting the shoreline to build long-term resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

54. Considering the broad extent of council-owned coastal land and assets and the non- statutory nature of the shoreline adaptation plans, implementation will be a collaborative effort across council departments. The project team has worked in partnership with relevant departments to co-develop the Tāmaki Estuary Shoreline Adaptation Plan.

55. Strategies will be considered and integrated into all relevant council strategic plans and documents including Reserve Management Plans, Regional Parks Management Plans and Open Space Network Plans. This will support associated decision making, such as landowner and leasehold approvals.

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

57. The completion of all 20 shoreline adaptation plans will confirm regionally consistent themes, challenges and opportunities. This will inform the future implementation strategy including prioritisation and funding.

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

Local impacts and local board views

58. Initial workshops with the Māngere-Ōtāhuhu Local Board commenced in December 2023, prior to planning for community engagement. Follow-up workshops were held over the course of 2024 and 2025 to provide updates on the development of the Tāmaki Estuary Shoreline Adaptation Plan, what was heard via community engagement and socialise/ seek feedback on coastal adaptation strategies.

59. Throughout the engagement period the Māngere-Ōtāhuhu Local Board expressed interest in the development of the plans, attended public engagement sessions and provided connection to local community networks and groups. Specific areas of interest and overarching matters were raised through workshops with the Māngere-Ōtāhuhu Local Board, with general themes and including:

· support for ongoing engagement and education: A key matter raised was the importance of ensuring that community feedback accurately reflects the voices of those within the Māngere-Ōtāhuhu Local Board area. The need for continued engagement with local communities, iwi, and local boards through educational workshops and in-person events located within the local boards area was noted. This acknowledges that adaptive planning is a complex kaupapa, requiring time, trust, and sustained relationship-building to ensure meaningful and inclusive outcomes. The importance of recognising Shoreline Adaptation Plans as living documents was also noted, marking the beginning of an ongoing dialogue with communities about how we adapt our coastlines

· local iwi engagement: The Māngere-Ōtāhuhu Local Board strongly supported and advocated for continued engagement with mana whenua throughout the Tāmaki Estuary Shoreline Adaptation Plan, with a focus on recognising and respecting cultural landscapes and values

· future funding and local board decision making: The Māngere-Ōtāhuhu Local Board expressed interest in gaining greater clarity around future funding pathways and the decision-making processes required to implement the plan at a local level.

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

61. Community engagement for the Tāmaki Estuary Shoreline Adaptation Plan ran in parallel with engagement on the Highbrook to Whitford Shoreline Adaptation Plan. Initial community engagement took place in February to April 2024, with a focus on values, uses and aspirations for the future. Further engagement during October to December 2024 enabled specific feedback on adaptation strategies to be sought.

62. All rounds of community engagement included digital and in-person events to identify community use and values and seek feedback on draft strategy consultation documents. Key themes for each Shoreline Adaptation Plan area are identified in Volume 2 documents with unit specific feedback included in Volume 3 documents in relation to each of the coastal unit areas.

63. Overall, matters raised have been responded to through identification of key interests and issues in Volume 2 (attachment A) and updates to strategies and inclusion of implementation notes (where appropriate) in the Volume 3 Unit 3 (Attachments B). The following key actions were noted;

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

· environmental protection and sustainability, seeking to safeguard natural landscapes and ecosystems, enhance water quality and address concerns related to asset maintenance (following damage). The need for improved coastal connections to and along the coast and provision of access to the water was also noted, with commentary highlighting the need for more investment in transport and coastal infrastructure to provide access to the water line

· a focus on climate resilience, protecting coastal ecosystems and minimising the risks associated with shoreline development was highlighted. Noting the Shoreline Adaptation Plans are non-statutory documents, this action will be passed on to the regulatory team and will be implemented through the Natural Hazard Plan Change.

64. Following endorsement from the Māngere-Ōtāhuhu Local Board (along with Maungakiekie-Tāmaki and Ōtara-Papatoetoe Local Boards) the Tāmaki Estuary Plan will be presented to the Planning and Policy Committee for approval.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

67. The Tāmaki Estuary Shoreline Adaptation Plan area includes statutory acknowledgement areas, numerous known (and unknown) sites of significance, situated amongst the diversity of coastal tributaries/streams, headlands and portages to inland areas. Those iwi who whakapapa to the area and/or expressed an interest in the Tāmaki Estuary Shoreline Adaptation Plan kaupapa are:

· Ngāti Whanunga

· Ngāti Maru

· Ngāi Tai ki Tāmaki

· Ngāti Paoa

· Waikato Tainui

· Te Patukirikiri

· Ngāti Tamaterā

· Te Ākitai Waiohua

· Ngaati Te Ata Waiohua

· Te Patukirikiri, Marutūāhu Collective (Ngāti Maru, Ngaati Whanaunga, Ngāti Paoa, Ngāti Tamaterā, Te Patukirikiri (of Kapetaua)).

68. The project team has worked with iwi representatives of the group to provide cultural statements and cultural commentary to help guide the adaptation approaches set out within this shoreline adaptation plan. Acknowledging each iwi have their own kōrero and may choose to share this in a manner which protects each iwi intellectual property, the Tāmaki Estuary Shoreline Adaptation Plan Shoreline Adaptation Plan includes content which iwi have approved to be included (see Attachment A). Further information may be included in cultural statements, to be held by iwi, which once finalised will inform implementation of the shoreline adaptation plans.

69. Engagement with the above iwi and ngā hapū me ngā iwi o Tāmaki Makaurau who express an interest, will continue throughout completion of the shoreline adaptation plan programme and its implementation.

Ngā ritenga ā-pūtea

Financial implications

70. Delivery of the shoreline adaptation plan work programme is regionally funded through the climate action package. No additional funding is sought from local boards to deliver the reports.

71. Mitigating coastal hazards will become increasingly expensive for Auckland and wider Aotearoa. It will not be affordable or feasible to defend everywhere. Shoreline adaptation plans and the supporting coastal asset management plan will ensure that coastal projects consider the escalating future risk of climate change and respond in both an environmentally and economically sustainable manner.

72. No financial investment decisions have been made through the Tāmaki Estuary Shoreline Adaptation Plan Shoreline Adaptation Plan. The adaptation strategies will be given effect to across relevant council decision-making. This includes the future management, maintenance and renewal of council assets and land located along the coast through existing work programmes and associated budgets. Over time, this will result in cost savings as assets are moved out of coastal hazard areas and incur less damage due to coastal erosion and flooding.

73. Once all shoreline adaptation plans across Auckland are completed, a regional funding prioritisation approach will be developed. The framework and process for undertaking this exercise will need to be agreed with the Governing Body. This will assist in budgetary requirements and support an equitable approach for areas where managed realignment or other major coastal works have been recommended.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

74. The risks and mitigations associated with the local boards endorsing the Tāmaki Estuary Shoreline Adaptation Plan are outlined in Table 2 below:

Table 2: Risk identification and mitigations

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

Ngā koringa ā-muri

Next steps

75. Following endorsement from the Māngere-Ōtāhuhu, Maungakiekie-Tāmaki, and Ōtara-Papatoetoe Local Boards, the Tāmaki Estuary Shoreline Adaptation Plan will be presented to the Planning and Policy Committee for approval.

76. Once approved, the Tāmaki Estuary Shoreline Adaptation Plan will be released to the public and to stakeholders across Auckland Council. Local implementation will include capital works under the Coastal Asset Renewals Works Programme. The adaptation strategies will then be integrated into key council plans, such as asset management plans.

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Shoreline Adaptation Plan Tāmaki Estuary: Volume 2 (Under Separate Cover)
b ⇨	Shoreline Adaptation Plan Tāmaki Estuari: Volume 3 (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Lara Clarke – Principal Coastal Adaptation Specialist

Sage Vernall – Senior Coastal Adaptation Specialist

Jo Morriss – Senior Coastal Specialist

Natasha Carpenter – Head of Coastal Management

Authorisers

Paul Klinac – General Manager, Engineering Assets and Technical Advisory

Barry Potter - Director Resilience and Infrastructure

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Watercare - Metropolitan Servicing Strategy

File No.: CP2025/17616

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek formal feedback from the Māngere-Ōtāhuhu Local Board on Watercare’s Metropolitan Servicing Strategy.

Whakarāpopototanga matua

Executive summary

2. Watercare is developing a Metropolitan Servicing Strategy (the strategy) for water and wastewater to help guide their long-term infrastructure investments. This is a step towards providing safe, resilient, and affordable water and wastewater services for Watercare’s metropolitan servicing area for the next 70+ years.

3. Public engagement took place from 25 March 2025 to 1 June 2025. The process aimed to inform Aucklanders about the strategy and invite them to help shape its direction.

4. This report provides early insights into what Watercare heard from the public, specifically, the values, aspirations, and considerations Aucklanders want reflected in the decision-making framework. A full engagement report will be published in August 2025.

5. Watercare will use the feedback resolved by the local board in the development of the strategy.

Ngā tūtohunga

Recommendation/s

That the Māngere-Ōtāhuhu Local Board:

a) whakamihi / thank Watercare for engaging the diverse communities of the Māngere-Ōtāhuhu Local Board rohe on the Metropolitan Servicing Strategy.

b) provide / whakarite feedback on the key issues outlined in Watercare’s Metropolitan Servicing Strategy

Horopaki

Context

6. The Auckland Water Strategy outlines the strategic direction for managing Auckland’s waters to 2050. Sitting below the Auckland Water Strategy, Watercare has servicing strategies that set out high-level direction and show possible options and future scenarios for Auckland’s drinking water and wastewater management. The graphic below outlines the relationship between Auckland Council plans and strategies and Watercare’s plans and strategies:

A diagram of a service strategy

AI-generated content may be incorrect.

7. This report is about the metropolitan water and wastewater servicing strategy, which covers the geographic area outlined in the map below:

A map of water with blue and yellow dots and white text

AI-generated content may be incorrect.

8. The strategy will outline important future challenges including:

a) Future drinking water sources for our city.

b) Improvements to the wastewater system to better manage growth, and how and where treated wastewater is discharged.

c) A biosolids strategy to find a new solution for the management of biosolids after the Puketutu Island Rehabilitation Project is completed.

Engagement Approach

9. Watercare has delivered the first phase of engagement to shape the strategy, to bring communities and stakeholders into the conversation about how Auckland’s water and wastewater services will need to evolve to meet future challenges. The engagements have the following key goals:

a) Raise awareness and understanding.

b) Understand community and stakeholder perspectives.

c) Build relationships and trust.

d) Go beyond legal obligations.

10. The below outlines the timeline for the Metropolitan Servicing Strategy:

A diagram of a process

AI-generated content may be incorrect.

11. Within the above timeline there are two distinct phases of community engagement:

a) Phase 1: 25 March – 1 June 2025: Shaping the strategy

To present our future water challenges to the community and seek feedback on what matters most to them, including their values and aspirations for the future of water and wastewater services in Tāmaki Makaurau. This consultation will help us understand what communities know and care about. It will shape the strategy by building water literacy through our engagements and identifying emerging themes. Following this phase, we will provide an engagement report in August 2025, summarising the feedback and detailing how it will be used to influence the strategy.

b) Phase 2: February 2026 – April 2026: Sharing the strategy

During this phase, we will share the draft metropolitan servicing strategy with our communities to seek feedback and for the communities to see how their feedback from Phase 1 has been reflected in the strategy, ensuring transparency and building trust in the consultation process.

Tātaritanga me ngā tohutohu

Analysis and advice

12. The first phase of public engagement has been delivered from 25 March – 1 June 2025. The purpose of this engagement was to raise awareness, build water literacy, and invite Aucklanders to share their values and aspirations. Key engagement activities included:

· 6 community drop-in sessions

· 3 pop-up booths

· 2 Global Café-style workshops (Manukau and Glenfield)

· Youth workshop and hackathon

· Buzzly youth challenge

· 2 public webinars

· Attendance at the Manukau Symposium and Auckland Council Advisory Panels

13. This feedback is helping us shape a servicing strategy that reflects the needs and aspirations of our people, now and for the future. What follows is a snapshot of who we heard from and how:

· 3,870 total public interactions across all events

· 460 responses to our bespoke survey

· 3,469 token drops submitted

· 226 comments and feedback notes collected during events

· 91 submissions received via the Buzzly Youth Platform

· 100+ students engaged, marking a notable increase in youth participation

· Ongoing monitoring of key questions through our monthly tracker (representative sample, n=400 per month)

14. The key themes we heard from these engagement activities are:

a) Preparedness for extreme weather is a top priority; people are supportive of early investment to ensure long-term security.

b) Resource recovery is important, Aucklanders want to do more with what we have (e.g. recycling water, biosolids).

c) People are happy to invest in the future, provided there is trust, transparency, and accountability.

d) Conversations about money reflect a desire for value and confidence in where funds go, not just affordability.

e) People learn quickly and are open to partnership when the information is clear and accessible.

15. Insights from Māngere-Ōtāhuhu came via numerous channels including many face-to-face events. Insights from our Metropolitan Servicing Strategy survey includes:

a) Reliable access to clean water is perceived to be working well. Many people in Māngere-Ōtāhuhu appreciate the consistent delivery of clean, safe drinking water and functioning wastewater systems. People recognise this as a fundamental service that is generally dependable (‘we get clean fresh water out of our taps and the toilets flush - AMAZING service - thanks guys and girls!’).

b) Ageing infrastructure is a concern: there is concern about old, leaky pipes and a lack of proactive maintenance. People feel that the infrastructure is not keeping up with population growth and urban development (‘Renewal of the in-ground infrastructure is not progressing as quickly as it should. More investment is necessary.’).

c) Odour and environmental concerns in Māngere are an issue for some: the smell from the Māngere wastewater treatment plant is an issue. Residents describe it as a health hazard and want decentralisation of treatment facilities, better odour control, and more equitable distribution of wastewater infrastructure (‘Mangere should not be the only dumping area for wastewater/sewage’).

d) Education and transparency: There’s a strong call for better public education—especially for youth—on water conservation, leak detection, and understanding where water comes from and goes. Transparency around water quality, usage statistics, and infrastructure plans is also requested. (‘Educate the youngers to not to waste water and save it for their better future’).

e) Technology and innovation: Respondents call for more innovation, promoting water tanks, and exploring circular economy solutions. They want realistic, tested innovations that are cost-effective and community-friendly (‘I currently use the send snap solve app. Use that as a guide to design something user friendly for all generations and quick. No-one wants to be waiting on hold to report things to the council. Those ways belong in the 80s’).

16. From our monthly tracker survey that tracks sentiment, behaviour and knowledge about the water and wastewater system, we can see that:

a) Māngere-Ōtāhuhu residents are more likely to trust Watercare than most other local board areas.

b) Māngere-Ōtāhuhu residents are more likely to agree that water should be treated as a taonga.

c) People from south and east Auckland are more likely to say that they should be involved in shaping decisions about water and wastewater systems than others.

d) People in south and east Auckland prioritise keeping costs low and preparing for extreme weather ahead of other priorities for Auckland.

17. Watercare joined a youth-led event organised by Auckland Council in the Māngere Arts Centre, where we listened to the experiences and ideas of young people directly impacted by the 2023 floods. We worked alongside our Council partners to support youth engagement in Māngere and to understand what water means to them and how they would like us to plan for the future. Top priorities for youth attendees were:

a) Recycling and reusing water and resources

b) Keeping costs low and improving efficiency

c) Preparing Auckland for severe weather

18. We held a drop-in event in Māngere Town Centre on Market Day to understand the perspectives of people in your community. Again, we found that recycling and reusing water and resources was the top priority for people in Māngere, followed by building infrastructure that lasts for a long time and keeping costs low and improving efficiency.

19. Manukau Workshop (2.5 hours)

· A diverse group in terms of age (18–80+), ethnicity and gender.

· Strong support for incremental change and ensuring future water security

· Emphasis on legacy and equity for future generations

20. Opportunities and Challenges

· Climate impacts are not widely understood, more education is needed to build buy-in for solutions like water reuse.

· Wastewater and biosolids are "out of sight, out of mind", public awareness is low.

· Where benefits were unclear (e.g. emissions reduction), engagement was weaker – we need to make the ‘why’ more visible.

· There’s strong openness to saving water and desire for reassurance that Auckland’s system is future ready.

Tauākī whakaaweawe āhuarangi

Climate impact statement

21. The global impacts of the changing climate will bring significant direct and indirect changes and challenges, which have been outlined in the Strategy.

22. For Watercare these include extreme weather events, prolonged dry periods, rising seas and increased coastal flooding.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

23. The Auckland Council Infrastructure Strategy team have been involved in the strategy.

24. As a regional strategy, the final draft will be brought to the Policy and Planning Committee for endorsement.

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

Local impacts and local board views

25. All local boards have been given the opportunity to have a workshop on the strategy, with information specific to the feedback from their constituents. Following that workshop, they have the opportunity to formally resolve their feedback for inclusion in this report.

Tauākī whakaaweawe Māori

Māori impact statement

26. We have a process for engagement with Mana Whenua that is independent of the community engagement process. Feedback from that process will also be used to develop the strategy

Ngā ritenga ā-pūtea

Financial implications

27. There are no direct financial implications for the local board as a result of this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. There are no risks and mitigations required as a result of this report.

Ngā koringa ā-muri

Next steps

29. Feedback from the local board will be used to develop the strategy document.

30. Phase 1 of the Metropolitan Servicing Strategy will see Watercare provide an engagement report in August 2025, summarising all local board feedback and detailing how it will be used to influence the strategy.

31. Phase 2 commences in February 2026, which is “Sharing the Strategy”. During this phase, we will share the draft Metropolitan Servicing Strategy with communities to seek feedback and give communities the opportunity see how their feedback from Phase 1 has been reflected in the strategy.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇨	Workshop Presentation
b ⇨	Workshop Memo

Ngā kaihaina

Signatories

Authors

Chris Allen, Manager Strategic Planning - Watercare

Moana Williams, Stakeholder Engagement Manager - Watercare

Authorisers

Ben Halliwell – Elected Member Relationship Manager, Watercare

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

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

File No.: CP2025/17503

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 (attached) 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 Māngere-Ōtāhuhu 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

Ngā kaihaina

Signatories

Author

Robert Boswell - Senior Strategic Advisor

Authorisers

Denise O’Shaughnessy - Manager Strategic Advice

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Initiating Review of Local Board Delegation Protocols

File No.: CP2025/17298

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 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 1) 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 1) 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 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 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 Māngere-Ōtāhuhu 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 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, 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)

· Member 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 CE and Delegation Protocols (Under Separate Cover)

Ngā kaihaina

Signatories

Author

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Victoria Villaraza - Local Area Manager

Māngere-Ōtāhuhu Local Board

20 August 2025

Auckland Council’s Quarterly Performance Report: Māngere-Ōtāhuhu Local Board for quarter four 2024/2025.

File No.: CP2025/17619

Te take mō te pūrongo

Purpose of the report

1. To receive the Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu 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 Māngere-Ōtāhuhu Local Board Plan outcomes.

3. A total of 157 activities within the approved work programmes have a Green RAG status (activities that were completed in 2024/2025 or have progressed as expected).

4. Only 3 activities have an Amber RAG status (activities that were expected to be completed this financial year which have been delayed until the first quarter in 2025/2026, activities that have not progressed as expected, or activities that are on hold).

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

6. A total of 22 activities has a Grey RAG status (activities that have been cancelled or deferred during the year).

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

Community and business emergency response plans and resilience programme #3969

Completion of the Māngere-Ōtāhuhu Local Board Emergency Readiness and Response Plan. The plan was adopted on 18 June 2025, with disaster kits distributed through the Local Preparedness Fund and strengthened partnerships with Neighbourhood Support and Pasifika organisations to support community-led disaster readiness.

Operational expenditure for Māngere Arts Centre – Ngā Tohu o Uenuku #237

Delivery of the Wizard of Ōtāhuhu Holiday Show at Māngere Arts Centre – Ngā Tohu o Uenuku. This sold-out production marked 10 years of MAC Holiday Shows and used 75% of the centre’s LDI budget, significantly boosting community engagement and participation.

Otahuhu Pool and Leisure Centre – renew existing assets #27938

Completion of all capital renewal projects for FY25, including installation of a second Vesda fire protection unit and upgrades to pool plant and equipment, ensuring improved safety and facility performance.

Māngere-Ōtāhuhu: Local Economic Broker #3045

Development and adoption of the Māngere-Ōtāhuhu Economic Development Strategy in June 2025. The strategy supports local business growth, youth employment pathways, and regional collaboration to enhance local prosperity.

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

Te Kete Rukuruku (Māori Naming of Parks and Places) – Tranche Three #4155

Iwi did not have capacity to deliver names this financial year. Funding has been requested to carry forward to allow for the programme to continue and names to be received in FY26.

Kiwi Esplanade – Renew Western and Eastern Seawalls #4514

Design is under review to ensure cost efficiency before progressing.

9. 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 Māngere-Ōtāhuhu Local Board:

a) whiwhi / receive the integrated performance report for quarter, 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

10. The Māngere-Ōtāhuhu 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

· Local Governance.

11. 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

12. 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

13. The definitions of the Red, Amber Green and Grey for the quarter four / end of year report 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.

14. 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 four

15. Safe & Resilient Communities #249

“1 Punch 2 Much” workshops were well attended; safety activities completed across Otahuhu, Mangere Bridge, and Mangere East.

Diverse participation: accessible Māngere-Ōtāhuhu #244

PHAB Pasifika and Vaka Tautua supported multiple disability networks and events, including mental health and youth celebrations.

Community Arts Broker Programme #238

Delivered diverse workshops and exhibitions; 11 projects funded, 8 supported for development.

Library Services #1162

Hosted Matariki and NZ Music Month events; strong community engagement and youth participation.

Ecological Volunteering #640

473 volunteer hours; 1,805 plants planted; Friends of the Farm active in mangrove clearing.

Walter Massey Park #1315, #31724

Masterplan and sports field upgrades progressing; indoor court facility under review.

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:

Age-Friendly Initiatives such as museum trips and social programmes at Te Motu Way helped reduce isolation among seniors.

Siva Afi Festival and Pop-up Activations at Māngere Arts Centre gained international attention, including live streaming and inclusion in the Auckland Arts Festival.

David Lange Park upgrades progressed, including volleyball courts and netball facility improvements.

Metro Theatre and Māngere Central Community Hall refurbishments completed, improving community access and safety.

Bike Hub Māngere operated for 189 days, repaired 671 bikes, and supported events like Samoan Language Week rides.

Climate Action Network supported planting events, repair cafés, and a successful funding application for a Rangatahi Climate Festival.

Waterways Restoration included planting, weed control, and education sessions with over 170 children engaged.

Overview of work programme performance

Customer and Community Services work programme

17. In the Customer and Community Services work programme, there are 122 activities with a green RAG status, 3 activities that with an amber RAG status, 0 activities that with a red RAG status and 22 activities that 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
Māngere-Ōtāhuhu - Te Kete Rukuruku (Māori naming of parks and places) tranche three	Amber	In Progress	Iwi have not had capacity to deliver names this financial year. Funding has been requested to carry forward to allow for the programme to continue and names to be received in FY26.
Moyle Park - install sand carpet, irrigation and lights	Amber	On Hold	Current status: Waiting on growth funding. Next steps: Funding approval.
Kiwi Esplanade - renew western and eastern seawalls	Amber	Approved	Design is currently being reviewed to ensure value for money and efficiencies in construction. Designers are being sought for the next phases.

Infrastructure and Environmental Services work programme

18. In the Infrastructure and Environmental Services work programme, there are 13 activities that with a green RAG status, 0 activities that with an amber RAG status, 0 activities that with a red RAG status and 0 activities that with a grey RAG status. There are no activities with significant impact.

External Partnerships work programme

19. In the External Partnerships work programme, there is 1 activity with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status, and 0 activities with a grey RAG status. There are no activities with significant impact.

Plans and Places work programme

20. In the Plans and Places work programme, there is 1 activity with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status, and 0 activities with a grey RAG status. There are no activities with significant impact.

Auckland Emergency Management work programme

21. In the Auckland Emergency Management work programme, there is 1 activity with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status, and 0 activities with a grey RAG status. There are no activities with significant impact.

Local Governance work programme

22. In the Local Governance work programme, there are 2 activities that with a green RAG status, 0 activities with an amber RAG status, 0 activities with a red RAG status, and 0 activities with a grey RAG status. There are no activities with significant impact.

Carry forward activities

23. 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

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

25. 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. This includes:

Taking Action for Sustainability in Schools #628

This programme supports schools in the Māngere–Ōtāhuhu area to deliver environmental and sustainability education. Six schools receive focused support to empower students to take meaningful action on sustainability and climate resilience. Projects may include:

Waste minimisation

Māra kai (food gardens)

Water infrastructure improvements

Exploring spongy cities to improve stormwater resilience

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

26. 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

27. This report informs the `Mangere-Ōtāhuhu 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

28. Māori Responsiveness #253

Delivered successful Matariki events in collaboration with Papatūānuku Kōkiri Marae, Māngere East Community Centre, Ōtāhuhu Town Hall Community Centre, and Te Maunga Authority. Events were well attended and involved rangatahi in planning and delivery, promoting cultural expression and community connection.

29. Ara Kōtui #3558

A hui was held in May with representatives from Ngāti Maru, Ngaati Te Ata, Ngāti Tamaoho, and Ngāti Tamaterā. Discussions included the Representation Review and upcoming local government elections.

30. Youth Engagement

Māori youth were actively involved in planning and delivering events, including Matariki and climate resilience initiatives.

Ngā ritenga ā-pūtea

Financial implications

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

Financial Performance

32. Auckland Council (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).

33. 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.

34. 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

35. 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

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

37. 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 ⇨	Māngere-Ōtāhuhu Local Board - 1 April to 30 June 2025 Work Programme Update (Under Separate Cover)
b ⇩	Māngere-Ōtāhuhu Local Board - Operating Performance Financial Summary - Confidential

Ngā kaihaina

Signatories

Author	Ana Day - Local Board Advisor
Authoriser	Victoria Villaraza - Local Area Manager

[1] Sections 15-16 Local Government (Auckland Council) Act 2009

Chairperson	Tauanu’u Nick Bakulich
Deputy Chairperson	Togiatolu Walter Togiamua
Members	Harry Fatu Toleafoa
	Joe Glassie-Rasmussen
	Makalita Kolo
	Christine O'Brien
	Papaliitele Lafulafu Peo, JP

Author	Phoebe Peguero – Senior Advisor Governance Programmes and Policy
Authoriser	Victoria Villaraza - Local Area Manager

Purpose of the report

Purpose of the report

Purpose of the report

Purpose of the report

Purpose of the report

Exclusion of the Public: Local Government Official Information and Meetings Act 1987