Agenda of Hibiscus and Bays Local Board

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Hibiscus and Bays Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Tuesday, 22 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 Hibiscus and Bays 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: Sue Bunce and Vicki Williams

Te take mō te pūrongo

Purpose of the report

1. Sue Bunce and Vicki Williams have requested a deputation to discuss speed calming along the Gulf Harbour Drive.

2. Supporting Information has been provided and is included as Attachment A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Sue Bunce and Vicki Williams for their presentation and attendance at the meeting.

Attachments

a Supporting Information................................................................................. 317

8.2 Deputation: Kim Murdoch

Te take mō te pūrongo

Purpose of the report

1. Kim Murdoch has requested a deputation to discuss the roadside gardens in front of the commercial building at 12 Inverness Road.

2. A presentation has been provided and is included as Attachment A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Kim Murdoch for her presentation and attendance at the meeting.

Attachments

a Presentation: Improving the Streetscape at 12 Inverness Road................. 323

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: Julian Joy

Te take mō te pūrongo

Purpose of the report

1. Julian Joy has requested public forum time to thank the local board for their work over the 2022-2025 term.

2. A presentation has been provided and is included as Attachments A to the agenda report.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Julian Joy for his attendance at the meeting.

Attachments

a Presentation: Local board thanks................................................................. 329

9.2 Public Forum: Bernard Feehan

Te take mō te pūrongo

Purpose of the report

1. Bernard Feehan has requested public forum time to discuss alternative meeting places for groups that use the Heart of the Bays facility in Glen Road.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Bernard Feehan for his attendance at the meeting.

9.3 Public Forum: Ray Bonser

Te take mō te pūrongo

Purpose of the report

1. Ray Bonser has requested public forum time to discuss the possible placement of signs for the playground in Bonair Park to address ongoing issues.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakamihi / thank Ray Bonser for his attendance at the meeting.

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.”

Hibiscus and Bays Local Board

26 August 2025

Ōrewa Reserve - public consultation and costings update

File No.: CP2025/17967

Te take mō te pūrongo

Purpose of the report

1. To update the Hibiscus and Bays Local Board on the results of public consultation, on four concept designs, relating to the Ōrewa Reserve Future Management Project.

2. To update the Hibiscus and Bays Local Board of the indicative, high-level costings of each of the four concept designs.

Whakarāpopototanga matua

Executive summary

3. Ōrewa Reserve's coastal edge is exposed to the ongoing erosional impacts of tide, wind, and wave energy.

4. These impacts have led Auckland Council and the Hibiscus and Bays Local Board to address the long-term management of Ōrewa Reserve through the Ōrewa Reserve Future Management Project.

Community consultation

5. Auckland Council carried out consultation on four high-level concept designs for Ōrewa Reserve in the first half of 2025.

6. In advance of consultation, the Ōrewa Reserve Future Management Project web page was created to provide background and context for the public. The page presents project information including the concept designs and the Ōrewa Recreation Reserve Future Management Report (26 March 2024).

The concept designs have the following themes:

· Concept A: Beach access, car parking and play

· Concept B: Beach access, activities, open space and play

· Concept C: Beach access, activity hub, open space and play

· Concept D: Beach access, activity hub and destination play.

Project Working Group

7. A Project Working Group (PWG) was established to bring together stakeholders from the Ōrewa community. The group’s purpose was to collaboratively assess and provide feedback on the four concept designs for Ōrewa Reserve.

8. The Ōrewa Reserve Future Management Project Working Group confirmed a preference for concept C.

9. Ōrewa Reserve Community Association (ORCA) and the Ōrewa Surf Lifesaving Club were part of the PWG meetings but did not agree with the preferred option of the PWG.

AK Have your Say

10. The AK Have Your Say public consultation survey was open for online feedback from 4 April to 9 May 2025.

11. ‘Beach access and recreation’ was the most important feature of Ōrewa Reserve with similar levels of support for concept options A, B and C.

12. Thirty-seven per cent of respondents indicated that they did not support any of the proposed concepts. Of those, many commented that they would prefer a seawall to be constructed.

13. When considering the public feedback, it will be important to select an outcome which can deliver the four endorsed parks service outcomes which set the project direction in 2021.

High level costings

14. In parallel with public consultation, the Auckland Council Landscape Architecture Team reviewed the four concept designs and provided approximate, high-level cost estimates for each design option.

15. High-level cost estimates for each concept design are included within this report.

Next steps

16. Once feedback has been received on the results of the consultation, a workshop will be scheduled with the newly elected local board to seek direction on progressing a preferred concept design.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whiwhi / receive the report providing the results of public consultation on four concept designs and high-level costings, relating to the Ōrewa Reserve Future Management Project.

Horopaki

Context

17. Ōrewa Reserve's coastal edge is exposed to the ongoing erosional processes of tide, wind, and wave energy. More recently, climate change impacts such as sea level rise and extreme weather events have led to greater impacts on the reserve.

18. These processes and impacts have led Auckland Council and the Hibiscus and Bays Local Board to address the long-term management of Ōrewa Reserve through the Ōrewa Reserve Future Management Project.

19. In 2021 the Hibiscus and Bays Local Board endorsed four parks service outcomes to guide the future management of Ōrewa Reserve. These were based on visitor research which provided insights on how people use Ōrewa Reserve and the adjacent beachfront. The service outcomes are:

a) Enhance opportunities for beach-related recreational experiences on an extended dry Ōrewa Beach.

b) Improve access to Ōrewa Beach along the length of the Ōrewa Reserve, to help facilitate beach-related recreational activities, including walking along the beach.

c) Retain current play value within the wider Ōrewa Beach setting, with a particular focus on providing pockets of play experiences for young children on Ōrewa Reserve and basketball/beach volleyball experiences within the wider reserve.

d) Enhance opportunities for north-south pedestrian and cycling movements along the reserve, which are integrated with the existing coastal walking/cycling experience throughout the Ōrewa Beach setting.

20. In 2024, The Ōrewa Recreation Reserve Future Management Report was presented to the Hibiscus and Bays Local Board. It consolidated technical work undertaken by Tonkin and Taylor Environmental Engineers, Bespoke Landscape Architects, and Auckland Council Specialists. The report recommended ‘naturalisation’ or ‘dune restoration’ as the most appropriate future management approach for Ōrewa Reserve.

21. In line with this approach the report also proposed four high-level concept designs by Bespoke Landscape Architects, as future management options for Ōrewa Reserve. The local board endorsed concepts A, B, C and D, and asked for further work to be progressed.

The concept designs have the following themes:

· Concept A: Beach access, car parking and play

· Concept B: Beach access, activities, open space and play

· Concept C: Beach access, activity hub, open space and play

· Concept D: Beach access, activity hub and destination play.

22. The Ōrewa Recreation Reserve Future Management Report included a position statement from Ngāti Manuhiri supporting dune restoration / naturalisation at Ōrewa Reserve.

23. The Hibiscus and Bays Local Board requested staff undertake public consultation on the four concept designs (Resolution number HB/2024/19).

24. The Hibiscus and Bays Local Board also requested staff to provide high-level cost estimates for each of the four concept designs (Resolution number HB/2024/19).

Tātaritanga me ngā tohutohu

Analysis and advice

Project Working Group

25. Staff established the Ōrewa Reserve Future Management Project Working Group (PWG). The purpose of the group was to bring together stakeholders from the Ōrewa community to collaboratively assess and provide feedback on the four concept options for the future management of Ōrewa Reserve.

26. PWG meetings were held on the following dates:

· 25 February 2025

· 25 March 2025

· 30 April 2025.

27. The following stakeholders attended one or more of the PWG meetings:

· Destination Ōrewa

· Te Herenga Waka o Ōrewa

· Restore Hibiscus

· King Tides Auckland

· Ōrewa Surf Lifesaving Club

· Ōrewa Reserve Community Association (ORCA)

· Ōrewa Lions.

28. The combined feedback from the PWG participants (except for ORCA and Ōrewa Surf Lifesaving Club, see below) confirmed a preference for concept C.

29. The PWG preference was confirmed through a combined submission to AK Have Your Say (Attachment A). It outlined the rationale for this preference:

· Retains the reserve’s core functionality

· Establishes a community hub around the new surf club location

· Maintains a strong balance of green space

· Includes two well-placed play zones

· Separates play areas for younger and older children

· Provides overflow parking

· Offers acceptable parking capacity

· Spatial design of buildings, parks assets and open space best supports community events.

30. Ōrewa Reserve Community Association (ORCA) is opposed to the council’s dune restoration approach and proposes a seawall to retain the reserve edge and car parking areas.

31. Ōrewa Surf Lifesaving Club does not support council’s dune restoration proposals. The club wants a range of different options in beach management to be considered.

32. The PWG highlighted the deteriorating condition of existing reserve assets, including the playground, car park, picnic tables, and bollards. Given that there is no confirmed timeline for redevelopment, they urged the council to consider interim upgrades on some assets to maintain the reserve’s aesthetic and amenity value.

Community consultation – AK Have your Say feedback summary

33. Staff developed the AK Have Your Say (HYS) information pack, with a feedback form, relating to the four concept designs. The HYS was open for feedback from 4 April to 9 May 2025 (Refer Attachment B).

34. In total 562 responses were received. A summary of feedback was collated into a report by the Auckland Council Insights Team (Insights Team).

35. The community has provided feedback that ‘Beach access and recreation’ is the most important feature of Ōrewa Reserve.

36. This feedback is consistent with two parks service outcomes endorsed by the Hibiscus and Bays Local Board in 2021.

a) Enhance opportunities for beach-related recreational experiences on an extended dry Ōrewa Beach.

b) Improve access to Ōrewa Beach along the length of the Ōrewa Reserve, to help facilitate beach-related recreational activities, including walking along the beach.

37. Concepts A, B, and C have similar levels of community support.

38. Community feedback indicated that concept D is the least favoured design.

39. The Project Working Group prefer concept C.

40. Some responses reflect competing priorities. ‘Carparking’ (43%) and ‘open lawn areas and event space’ (38%) were both noted as important experiences. Care will need to be taken with future decision making, to get the balance right overall. For example, too much formalised car parking will reduce the amount of open green space available for recreation and events.

41. When considering the public feedback, including ORCA and Ōrewa Surf Life Saving Club preferences, it will be important to select a concept which can deliver on the four identified service outcomes.

42. In addition to the future planning for Ōrewa Reserve, the PWG has called for interim upgrades to some reserve assets to maintain aesthetic and amenity values.

43. A high-level summary of the consultation insights report is outlined below:

a) Around 80 per cent of submitters said they used the reserve at least once a week, and usually travelled there by car, or by walking or running

b) The features people identified as being most important to them included

· Beach access and recreation (53 per cent)

· Ōrewa Surf Lifesaving facilities (46 per cent)

· Carparking (43 per cent)

· Open lawn areas and event space (38 per cent)

c) Regarding a preferred option

· 37 per cent of responses to that question indicated that they did not support any of the proposed options, and of those, a significant portion provided comments indicating they would prefer a seawall to be constructed

· Options A, B, and C all had similar levels of support with between 15 and 18 per cent support each.

A screenshot of a graph

AI-generated content may be incorrect.

Question 1: Observations.

· 560 people responded to this question.

· More than 80 per cent of people submitting feedback indicated they visited Ōrewa Reserve at least once a week.

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Question 2: Observations.

· 489 people responded to this question.

· An equal number of people travel to Ōrewa Reserve by active modes (walking, running, skating, scootering, cycling, mobility scooter), as those who travel to the reserve by car.

· 4 per cent of visitors travel by bus.

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AI-generated content may be incorrect.

Question 3: Observations.

· 482 people responded to this question.

· ‘Beach access and recreation’ is the most important feature of Ōrewa Reserve.

· The Ōrewa Surf Lifesaving Club was the second most important feature of the reserve.

· Carparking and open lawn areas (events space) are the 3^rd and 4^th most important features of the reserve.

· Reserve amenities like toilets, changing rooms, children’s play areas, shade trees, footpaths and cycleways were recorded as being of lesser importance.

A screenshot of a computer

AI-generated content may be incorrect.

Question 4: Observations.

· 552 people responded to this question.

· The Insights Team report states that options A, B and C had ‘similar levels of support’.

· Concept option D was the least favoured design.

· 37 per cent of responses indicated they did not support any of the proposed concepts. Of those, a significant number provided comments indicating that they would prefer a seawall to be constructed.

· The Insights Team observed a campaign initiated by the Ōrewa Reserve Community Association (ORCA) which offered guidance to its members, on an approach to feedback. This was identified because one submitter included the entire email campaign content within their submission.

· Staff were made aware of a similar campaign from the Ōrewa Surf Lifesaving Club which was communicated via their website.

A screenshot of a survey

AI-generated content may be incorrect.

Question 5: Observations.

· 371 people responded to this question.

· ORCA’s preference for a seawall features prominently in ‘other feedback’ question.

· Responses indicated concerns relating to erosion, loss of land, land value, and overall value for money.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

45. The Ōrewa Reserve future management project is directly linked to minimising climate change impacts and building resilience to coastal hazards, including sea-level rise, at Ōrewa Reserve.

46. This project also aligns with the recently adopted Snells Beach to Ōrewa Shoreline Adaptation Plan.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

47. This project is supported by specialists from key departments across the council organisation including Parks and Community Facilities as the asset owner, and Engineering Assets and Technical Advisory (EATA), as technical specialists in coastal hazards, climate change and engineering.

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

Local impacts and local board views

48. This is a high priority project for the Hibiscus and Bays Local Board.

49. The establishment of the Ōrewa Reserve Future Management Project Working Group (PWG) has brought together stakeholders from the Ōrewa community to collaboratively assess and provide feedback on the four concept options for the future management of Ōrewa Reserve.

50. Feedback has also been received from the Ōrewa Reserve Community Association (ORCA) and the Ōrewa Surf Lifesaving Club.

Tauākī whakaaweawe Māori

Māori impact statement

51. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

52. Ngāti Manuhiri have indicated support for the project proposals based on demonstration of cultural sensitivity (respecting cultural values), environmental stewardship (incorporating measures to protect and enhance the natural surroundings) and the collaborative approach taken by the project team in consulting with mana whenua toward an inclusive and culturally sensitive development.

53. Ngāti Manuhiri have offered specific recommendations for further enhancement of the project. The following is an excerpt from their position statement:

i. Encourage Native Planting: We strongly recommend encouraging the planting of native species throughout the development area. Native vegetation not only enhances the natural beauty of the landscape but also contributes to biodiversity and ecosystem health.

ii. Protection of Wai: Waterways can become severely degraded due to poor management of waste, stormwater, earthworks, and other pollutants that significantly decrease their mauri. The importance of the coastal area to Ngāti Manuhiri over many generations is reflected by ancient whakataukī and waiata, traditions associated with the ocean, the sailing and navigational skills. These cultural practices highlight the interconnectivity between humans and nature, emphasizing the need to preserve water sources for future generations. All measures and opportunities to improve, protect and enhance waterways should be taken.

iii. Protection of Wāhi Tapu: Ngāti Manuhiri believes that the inherent mana of their tupuna lives on through whakapapa and their successive generations and considers the wāhi tapu (sacred space) and urupā (cemeteries) where their tupuna lie as places that are tapu (sacred) requiring both kaitiakitanga (protection) and utu (reverence). There are known archaeological sites, some of these culturally significant sites in the area are recorded on Auckland Council’s website and there will be undiscovered sites in the area. As such any future development needs to be completed with Accidental Discovery Protocols in place.

iv. Opportunities to Enhance the Natural Environment: Whilst we understand that some of the purpose of this project is to create recreational space and access points where people can enjoy the natural feeling and mauri (life-force) of the area, we also appreciate that efforts are made firstly to ensure the environment is restored to how it would naturally form from the elements that interface with Ōrewa. We recommend that wherever possible, all enhancements are approached with a naturalised framework, using sustainable resources.

v. Play value for our Tamariki: Looking into future, we understand that climate change and sea level rising will impact the current play experiences for our Tamariki. We recognise that while these features are not currently at risk they remain in place and maintained until necessary retreat measures are required. As this space develops, we would like to be kept well informed and involved with future planning.

vi. Cultural safety: All contractors and subcontractors are required to complete a cultural induction prior to works commencement.

Ngā ritenga ā-pūtea

Financial implications

54. A cost-effective solution is sought to respond to the current management challenges at Ōrewa Reserve. Cost estimates included within this report are based on like-for-like replacement of assets over time, in line with the asset renewal programme.

Project cost estimates

55. The Auckland Council Landscape Architecture Team reviewed the four concept designs and provided high-level cost estimates for the delivery of each. These costs are approximate and are based on current market rates. These costs are likely to increase over time due to inflation.

56. Once a preferred concept for Ōrewa Reserve is confirmed, staff can proceed to detailed design. During the detailed design phase, the proposal will be refined, and more accurate costs will be provided to the local board.

57. Staff are proposing a staged approach to the improvements proposed for Ōrewa Reserve. Assets will be renewed over time, based on their condition rating, as part of the asset renewal programme. Priority will be given to assets that are:

· in a poor condition

· are under threat from coastal hazards

· where the clustering of renewals can achieve broader design outcomes or cost savings.

58. The proposals are currently unfunded. The delivery of the reserve improvement works will need to be funded by the local board through future capex renewal work programmes. It is anticipated that renewals would be rolled out over a ten-to-twenty-year period.

59. Cost estimates across the four options:

Concept	Concept theme	Cost estimate ($)
A	Beach access, car parking and play	8,288,000
B	Beach access, activities, open space and play	7,390,000
C	Beach access, activity hub, open space and play	7,117,000
D	Beach access, activity hub and destination play	8,075,330

60. Staff have reviewed the cost breakdown and supported these high-level funding forecasts.

61. Where proposed renewals go beyond like-for-like replacement, additional costs will be communicated to the local board prior to their approval. These costs will be identified as projects are scoped in more detail.

62. The local board will be responsible for additional consequential opex funding where existing levels of service are increased.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

63. The coast holds intrinsic value to iwi, the community and Aucklanders. This includes environmental, recreational and amenity, cultural, aesthetic and economic values. Some of the values attributed to Ōrewa Reserve and beachfront are likely to be contradictory. Trade-offs in identifying a preferred management option will be managed through comprehensive engagement and partnership with iwi, key stakeholders and the community

Ngā koringa ā-muri

Next steps

64. Once feedback has been received on the results of the consultation, a workshop will be scheduled with the newly elected local board to seek direction on progressing a preferred concept design.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Project Working Group submission	23
b ⇩	Ōrewa Reserve HYS feedback form	27
c ⇩	Ōrewa Reserve - Insights Report	33
d	Ōrewa Reserve Written Submissions (Under Separate Cover)

Ngā kaihaina

Signatories

Authors

Matt Woodside - Parks & Places Specialist

Authorisers

Martin van Jaarsveld - Head of Specialist Operations

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

Hibiscus and Bays Local Board - Local Economic and Business Grant Programme 2025/2026

File No.: CP2025/13638

Te take mō te pūrongo

Purpose of the report

1. To adopt the Hibiscus and Bays Local Board - Local Economic and Business Grant Programme 2025/2026.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities and services that benefit Aucklanders.

3. This report presents the Hibiscus and Bays Local Board - Local Economic and Business Grant Programme 2025/2026 for adoption (Attachment A to the agenda report).

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whai / adopt the Hibiscus and Bays Local Board Local Economic and Business Grant Programme 2025/2026 as per Attachment A of the agenda report.

Horopaki

Context

4. The Auckland Council Community Grants Policy guides the allocation of local, multi-board and regional grants programmes to groups and organisations delivering projects, activities, and services that benefit Aucklanders.

Economic and Business Grants

5. The Hibiscus and Bays Local Board - Local Economic and Business Grant Programme includes:

· Hibiscus and Bays Local Board Plan 2023 outcomes and key initiatives

· specific local board grant priorities

· the number of grant rounds, opening and closing dates, and total funding pool

· any additional criteria or exclusions that will apply

· other factors the local board consider to be significant to their decision-making.

6. In 2022/2023 financial year the local board developed a Local Economic and Business Grant Programme of $50,000 to support economic development and this was open to Business Associations in the local board area. Each year the local board reviews the grant programme criteria before it is formally adopted.

7. Once the Hibiscus and Bays Local Board - Local Economic and Business Grant Programme 2025/2026 has been adopted, the grant rounds, criteria, and eligibility will be advertised through an integrated communication and marketing approach which includes utilising the local board channels.

Tātaritanga me ngā tohutohu

Analysis and advice

8. The aim of the Hibiscus and Bays Local Board - Local Economic and Business Grants Programme 2025/2026 is to support activities that meet the following Hibiscus and Bays Local Board Plan 2023 key initiatives.

· Encourage local business associations to continue to support business development, to contribute to safer, more vibrant, and attractive town centres, that continue to meet the changing needs of our residents.

· Support an enhanced sense of community through safer, vibrant and connected town centres and neighbourhoods.

9. The draft Hibiscus and Bays Local Board – Local Economic and Business Grant Programme 2025/2026 was workshopped on 1 July and 5 August 2025 and feedback has been incorporated into the programme criteria outlined in attachment A, including:

· opening grant applications to business associations and other organisations in the Hibiscus and Bays Local Board area who can deliver on the desired outcomes and funding priorities

· updating the funding priorities to include support for youth employment

· aligning the opening and closing dates of the Local Economic and Business Grant 2025/2026 round one with the opening and closing dates for Local Grant 2025/2026 round two and Facilities Grant 2025/2026 round one

· adding details on the total funding amount each application can request.

Tauākī whakaaweawe āhuarangi

Climate impact statement

10. The local board grants programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups with projects that support community climate change action.

11. Local board grants can contribute to climate action through the support of projects that address food production and food waste; alternative transport methods; energy efficiency education and behaviour change.

12. The local board will consider the relevant climate impacts of each project through the assessment of each application.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

13. The grants programme has no identified impacts on council-controlled organisations and therefore their views are not required.

14. Based on the main focus of an application, a subject matter expert from the relevant council department will provide input and advice.

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

Local impacts and local board views

15. The grants programme has been developed by the local board to set the direction of its grants programme. This programme is reviewed on an annual basis.

Tauākī whakaaweawe Māori

Māori impact statement

16. All grant programmes respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to organisations delivering positive outcomes for Māori.

Ngā ritenga ā-pūtea

Financial implications

17. The allocation of grants to community groups is within the adopted Long-term Plan 2024-2034 and local board agreements.

18. The budget allocation for the Hibiscus and Bays Local Board - Local Economic and Business Grant 2025/2026 was resolved by the local board at its 26 June 2025 Business Meeting.

19. The financial implications of each individual project are considered by the local board through the assessment of each application.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

20. The allocation of grants occurs within the guidelines and criteria of the Community Grants Policy. Therefore, there is minimal risk associated with the adoption of the grants programme.

Ngā koringa ā-muri

Next steps

21. A communication plan will be finalised, and the Local Board Grants Programme, including all grants, will be locally advertised through the local board and council channels, including the council website, local board Facebook page and communication with past recipients.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Board - Local Economic and Business Grant Programme 2025/2026	55

Ngā kaihaina

Signatories

Authors	Robert Marshall - Local Board Advisor
Authorisers	Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

Te Ara Hura 2027 - PCF maintenance contracts programme local board feedback report

File No.: CP2025/16447

Te take mō te pūrongo

Purpose of the report

1. To provide an update on the Te Ara Hura / The Way Forward 2027 Parks and Community Facility maintenance contracts programme.

2. To seek local board views on:

· service aspects that matter most to each community

· focus areas for local priority.

Whakarāpopototanga matua

Executive summary

3. The Te Ara Hura / The Way Forward 2027 programme is focused on re-tendering Auckland Council’s community open space and facilities maintenance contracts, originally initiated in 2017. These new contracts aim to align with increased local board decision-making responsibilities, requiring flexibility to reflect local priorities while maintaining cost-efficiency and consistent service delivery across the region.

4. Governance on region-wide maintenance contracts rests with the Revenue, Expenditure and Value (REV) Committee, with regular updates and workshops held to ensure elected members are informed. Local boards have decision making over local service delivery and were engaged through workshops in March to May 2025. These gathered feedback on services, delivery methods, and strategic priorities. This feedback will shape the development of contract-specific local priority documents.

5. Contract delivery will be guided by several national and council-level strategies, influencing procurement standards, service levels, and reporting expectations. Consultation has occurred with a wide range of stakeholders including other councils, private industry, current suppliers, internal council teams, and mana whenua. This has provided valuable insights into service delivery approaches and opportunities to enhance outcomes.

6. Each local board is now invited to formally resolve its feedback for inclusion in the tender documents. A follow-up memo in September will outline the implications of local board feedback and provide a summary of each board's priorities. Continued engagement with mana whenua will provide opportunities to support Māori outcomes.

7. The new contracts will be aligned with the Fairer Funding Long-term Plan funding model and will require greater transparency around service costs and reporting. Mechanisms such as funding top-ups or service substitutions will allow outcomes to be tailored for each local board. Shared priorities across multiple boards may be incorporated into the standard contract.

8. Staff will continue to provide updates throughout 2025 and 2026, including at the Local Board Chairs Forum and through Parks and Community Facilities (PCF) monthly reports.

9. The final contract model options and procurement plan will be presented to the REV Committee in December 2025. Procurement is scheduled to begin in early 2026, with contract awards in December 2026. The new contracts will commence on 1 July 2027.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) tuku / provide views on the Te Ara Hura / The Way Forward 2027 Parks and Community Facility maintenance contracts programme, including:

i) service aspects that matter most to the community

ii) focus areas for local priority.

Horopaki

Context

10. The Te Ara Hura / The Way Forward 2027 Parks and Community Facility maintenance contracts programme is the work to re-tender the community open space and buildings maintenance contracts. These will be some of the largest maintenance contracts in Australasia.

11. In 2017, Auckland Council streamlined its approach to parks and community facilities maintenance by combining various contracts into five full-facility, outcome-based maintenance agreements, delivered by four primary contractors. These contracts span a ten-year period and are due to expire on 30 June 2027.

12. The model has delivered simplified operations and shifted some operational risks to suppliers, for example scheduling mowing frequencies. The model has also delivered cost avoidance and extra services delivered within budget. A few issues have emerged, including some unclear contract specifications, some poor asset data, and limited council oversight due to scheduling being transferred to suppliers.

13. The 2017 model is not set up to easily identify local board splits to costs because it is a lump sum agreement, based on a large geographic area. Assets and services can be added and removed from the contract through a variation process.

14. Staff are now working through requirements for the next phase of full facility contracts, which may again span 10 years. The final contract length will be determined based on advice around achieving best value, balanced against suppliers’ potential capital investment timing for large plant and equipment purchases.

15. This work is aligned with the recent Local Government Act Section 17A service delivery and value for money review. This looked at a range of issues and coincided with the Te Ara Hura work. These reviews considered the current contract model and proposed future approach, to ensure any changes support robust procurement and strong value for money outcomes.

16. Procurement activities in council are governed by the Group Procurement Policy. This sets out the general principles for all procurement activity. It gives direction on how procurement activities are managed and by whom.

17. Parks and Community Facilities and the Procurement Department will manage the operational aspects of the procurement process, including writing the procurement plan details, options to be priced by the suppliers and recommending the approach to market. They will manage the tender process including evaluations, negotiation and award recommendations. The contracts are signed by the relevant council Delegated Financial Authority (DFA).

18. The REV Committee has decision making over council’s large regional maintenance contracts including this programme, and the responsibility currently sits with the Revenue, Expenditure and Value (REV) Committee.

19. For the current stage of this programme, they will review the recommended approach and give direction on the proposed Procurement Plan. This will set out the options that the suppliers will be asked to price. The REV Committee requires feedback from the Parks Committee and from local boards, around what is important to include in the tendered options for pricing.

20. Local boards have decision making over local service levels of major maintenance service delivery contracts, related to their local board area. They can give direction on which services are important, and on what to scale up or down, as their local priorities require. They can give direction on their priorities for strategic items such as sustainability or local employment and local contractors. This will feed into the procurement plan to help design the options that are priced by suppliers.

21. Increased decision-making responsibilities for local boards are an important consideration for the new contracts. They will need to provide flexibility to reflect and deliver local priorities, while also trying to balance cost-efficiency and consistent service levels across the region. This flexibility will also be reflected in the contracts for the Regional Park maintenance, to allow their priority services to be delivered in the most fit for purpose manner.

Plans and policies

22. The delivery of maintenance services for open space and community facilities takes place within the framework of several Auckland Council and national plans and policies. These have implications on how maintenance services are procured, what standards and reporting need to be in the contracts and what standard services must be delivered.

23. The key documents are listed below.

National legislation.

· Local Government (Auckland Council) Act 2010.

· Local Government Act 2002 (LGA).

· Te Tiriti o Waitangi.

· Building Act 2004.

Auckland Council plans and policies.

· Auckland Plan 2050.

· Long-term Plan 2024 – 2034.

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

· Group Procurement Policy.

· Sustainable Procurement objectives.

· local board agreements.

Scope

24. The programme scope is to implement the 2027 Parks and Community Facilities full facilities maintenance contracts. The main goals are:

· consistent quality and delivery across Auckland

· effective level of flexibility to give effect to the local board decision-making role over local procurement

· clarity for customers

· continued cost avoidance successes

· reduced council risk

· achieving social, environmental and supplier diversity targets.

25. To help achieve this, staff started collecting lessons learnt, feedback, reviewing specifications and considering options for the contract model in 2023. These insights will help create a contract structure that is easier to manage, including around contractor performance, and achieves local and regional outcomes while ensuring value for money to Aucklanders.

Consultation and engagement

26. As part of the Value for Money review, the Value for Money team spoke to several organisations who have large facility maintenance requirements. These were a mix of private industry, other councils, the current suppliers and other council teams. None have the same size or complexity of our city, and they deliver their services in a variety of ways.

27. They shared some lessons including that some thought that the active contract management we need requires more resources. Others thought a mix of outcome and frequency models applied intelligently in a hybrid or mixed model should work well.

28. The Parks Committee has oversight of Regional Parks, and a workshop was held with members in February 2025 to update them on the progress of the programme and receive informal feedback in relation to regional park maintenance.

29. Staff have engaged with mana whenua, through the mana whenua forum and with individual iwi. This engagement will continue throughout the project. More details can be found in paragraphs 67-70.

30. Staff ran workshop sessions with all local boards during March, April and May and their feedback is summarised in paragraphs 60-63.

Tātaritanga me ngā tohutohu

Analysis and advice

Options assessment

31. The Value for Money team’s early business case work considered a wide range of criteria to develop preferred options for these contracts. These included factors such as:

· Strategic – case for change

· Economic – optimising value for money

· Commercial – viable and attractive to suppliers

· Financial – affordable for council

· Management – achievable and set up for success.

32. The process of developing a business case helped create the goals list used in the scope definition. These will be refined through the life of the programme.

33. Staff have worked through options about the form of the contract model. The initial list of 162 options was worked down to a long list and then a short list with one recommended option.

34. This work was presented to and discussed with the REV Committee in November 2024, under the report, Options update for P27 “Te Ara Hura” Full Facilities Maintenance Contracts. Resolution ECPCC/2024/47 was passed and is summarised below.

Summary of resolution:

The Committee noted that staff have evaluated various options for the P27 Te Ara Hura Full Facilities Maintenance Contracts and developed a shortlist, with an initial recommendation favouring a hybrid contract structure. The Committee endorsed the decision not to pursue further investigation into either a fully insourced model or a single entity outsourced model. Staff will continue to explore the shortlisted options, focusing on the recommended hybrid approach. It was also noted that the 2017 shift from many small contracts to five larger ones resulted in ongoing cost avoidance of $30 million. The proposed option aims to maintain service efficiency while improving some areas of service delivery and supporting the local board decision-making role over local procurement.

35. Several constraints to delivering the new maintenance contracts have been identified. These are listed below and are expanded on in the Risks and mitigations section, paragraph 75:

· long-term plan budget

· cost

· requirement to maintain cost avoidance achieved in 2017

· technology

· market availability

· local elections in 2025.

36. These may limit how, and to what extent, the programme will deliver improvements.

Contract model

37. The model has several dimensions that need to be decided. How these key levers are used influences the cost, efficacy and efficiency of the contracts. The major levers are:

· supplier model - large and small suppliers

· geographic coverage - size of areas or functional suppliers

· services - types of services covered by the full facility contract and by specialist suppliers

· specifications – how and to what standard the services are to be provided

· contract management systems – processes for managing the contracts and the performance.

38. In general, the contract model options are likely to have a mix of these dimensions, with flexibility where required. For example, large suppliers covering multiple local boards are likely to create the most economies of scale across the city but will not suit every situation.

39. All local boards have given feedback on the contract model elements. Their feedback is summarised in paragraphs 60-63.

40. The types of services and the specifications are key areas that communities see and react to every day. These will strongly influence local priorities. A standard level of services is required to meet legislative requirements and some of Auckland Council’s key policies.

41. Some services or levels of service may be specific to local boards. The cost implications need to be understood, so local feedback will be used to request the relevant information during the tender stage.

42. Staff sought feedback from local boards, specific to their local area and circumstances. Feedback was received on all aspects of the contracts including:

· what services the contracts will deliver

· how the contracts will deliver the services

· strategic focus areas that are important to the board.

43. More details can be found in the Local impacts and local board views section, paragraphs 60-63.

44. Each contract will have a local board specific priority document as part of the contract. This will hold details of the focus areas, services specifics and reporting requirements for each board.

Tauākī whakaaweawe āhuarangi

Climate impact statement

45. The new contracts give the opportunity to set key performance indicators, reporting requirements and support innovation. Some local boards would like climate indicators and practices as part of their local priority document, some only require general reporting. Others are required by the council’s policies.

46. Some examples are:

· reduce herbicide use

· reduce water use

· report waste diversion from landfill.

47. The Parks and Community Facilities sustainability team and the Waste team are contributing to the specifications and reporting requirements of the contracts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. Parks and Community Facility teams have been giving feedback to the project since 2023. These views are being incorporated into the final recommended contract model, specifications and reporting requirements.

49. Key points raised by PCF include:

· better definition of ambiguous statements

· mandating templates for reporting

· improving planned preventative maintenance schedule visibility

· changing some building services to frequency.

50. These will help make the contractor performance easier to manage and will improve visibility of services.

51. Staff are continuing discussions with Healthy Waters, Auckland Transport, Corporate Property, Waste Solutions and Eke Panuku/Property. Some of their maintenance services could be delivered by the full facility contractors, creating cost efficiencies and improved customer outcomes.

52. The inclusion or exclusion of these services will be decided by the relevant teams and if they go ahead, will be included in the procurement plan approved by the REV Committee in December 2025.

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

Local impacts and local board views

Local priorities

53. Workshops were held with each local board between March and May 2025. Local boards have provided feedback on aspects of the contracts that are important in their communities. Areas of specific interest will be captured in each contract local priority document.

54. Local boards have decision making over local procurement and an increased level of decision making over local services, including the ability to increase or decrease levels of service. Therefore, more transparency and local flexibility is required in the new contracts.

55. The assets included in the contract schedules and the services delivered can be changed through the term of the contract. Any changes will have implications in terms of cost, service delivery and reputation. Staff will give advice and support to elected members to work through these as required.

56. The process to add or remove individual assets from the contract asset schedule will continue in the new contracts. Major changes to services can be made but are better dealt with at the tendering and award stage because they are likely to have significant cost implications. However, these could be negotiated when required.

57. If the elements a local board wants to be provided are not covered by the final standard contract specifications, changes could be achieved by:

· a funding top up by the local board

· removal of some services from the standard contract.

58. If a subject is common to many boards, a mechanism will be included in the standard contract. For example, a key performance indicator could be added into the standard contract to measure and report contractor performance around local employment. These will be identified once all local board’s resolved feedback has been received.

Local board feedback

59. All local boards held at least one workshop to discuss feedback on the current contracts. A memo and presentation were shared discussing the background and future opportunities. Key questions were:

Services:

· Which service aspects matter most to the community?

· What are the current pain points with maintenance?

Focus areas for local priority:

· What local factors should influence service delivery?

· What opportunities are important for local businesses and communities?

60. Staff received verbal feedback from most workshops. In addition, a survey was shared with local board members to help draw out local views. The survey has several sections including strategic focus areas and individual services. The full survey template can be found as Attachment A.

61. Some common discussions and items of feedback were around local employment, living wage, cost, value for money, length of the contract, community volunteer group relationships, environmental sustainability, and the concept of guardianship/local people giving better quality service.

62. There were several discussions about how good standards of maintenance are ensured uniformly across Tamaki Makaurau.

63. Most boards expressed concern about ensuring the new contracts and associated processes were set up to better support their governance role. Improvements in detailed cost information for each local board is required.

64. The feedback received has been collated. The information is being used to help frame what needs to be included in the procurement, the contracts and which parts need differing levels of flexibility.

65. This report is the opportunity for each local board to formally resolve on its feedback. This will form part of the contracts’ local priority document. A memo will be delivered in September, this will inform of the likely implications of all of the feedback to the contract, and to summarise each boards local priority document to be included in the tender information and final contracts.

66. Some items of feedback are not within the scope of the new full facilities contracts. These have been captured and will be shared with the relevant teams, once all feedback has been received. A copy will be available on request, once all the feedback has been analysed.

Tauākī whakaaweawe Māori

Māori impact statement

67. Staff have engaged with mana whenua, through the mana whenua forum and with individual iwi. This engagement will continue throughout the project.

68. These engagements give iwi the chance to identify opportunities for economic development through tendering for maintenance works and to give feedback that may help Māori outcomes.

69. Initial feedback is a request to hold an informal workshop to look at case studies of existing success stories where iwi groups and businesses are contracting service delivery to council and their suppliers. This is planned for August.

70. These ideas are being used alongside the feedback from local boards and staff, to help design the tender options and contracts. They are likely to have some impact on how the geographic areas are developed, if there are specific sites or services that could be tendered outside of the full facility work and what contract reporting requirements are needed to support Māori outcomes.

71. Once formal feedback from mana whenua is received, it will be included in the REV Committee procurement plan report, planned to be presented in December 2025.

Ngā ritenga ā-pūtea

Financial implications

72. In 2024, the Parks and Community Facilities full facility maintenance contracts, across all of Auckland cost $194,000,000, excluding minor capex spend. This is funded by the long-term plan operational funding. The future contracts will continue to be funded in this way.

73. The 2027 maintenance contracts will be in place after increased local board decision making and the revised local board funding model, is in place. This requires new levels of flexibility, cost information for each maintenance service and local board area, and reporting requirements to be provided by the new contractors.

74. Cost models will be developed to help identify and ensure value for money. These will be used during the tender and negotiation stages to help compare the tender submissions and options.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

75. There are several high-level risks currently identified. The details and possible mitigations are listed in the table below.

Risk	Detail	Mitigation
Long-term plan budget	Opex budgets for local board maintenance are set in advance Fairer Funding decisions have changed local board’s responsibilities on maintenance	Tendering will include multiple options and detailed costing per local board Contractor reporting will give greater clarity and more detailed information to help board’s decisions
Cost and cost increases	Inflation, asset schedule increases from urban development and new projects will add cost to the contracts	Forecasts for these will be included, based on tender pricing Contracts will allow for changes The procurement plan approval report for the REV Committee will clarify where the funding for these is to be sourced from
Maintain cost avoidance	2017 cost efficiencies to be continued where possible	Tendering will include multiple options and detailed costing per local board to identify how cost efficiencies can be continued Local priority options will include additional staff requirements where required
Technology	Council’s systems – any changes have to be across the organisation and are not under PCF control PDF and email business to business communication systems create extra cost for contractor and council and contribute to reduced quality of service to customers	Customer relationship management council-wide services are not part of this work but will be monitored Tender documents will be clear on the required business-to-business software requirements and contingencies will be considered
Market availability	There are a limited number of large contractors with sufficient skills to do this work at scale More smaller contractors are available but may specialise in one area. They are likely to require additional contract management support	Run an open tender process with adequate time for quality responses Consider and cost mixed models to allow smaller contractors or sub-contractors Cost additional contract management support
Local elections	No political decisions will be made in October and November 2025 Current assumptions may need to be reviewed if new political direction is required	Prepare timeline to work around the constraint Prepare to update new elected members Check assumptions after the elections
Central government procurement policy changes	Changes have been announced but without detail or timing This may change some of the details of the procurement plan and assumptions	Follow Council’s Group Procurement Policy until there is formal direction to change Monitor the government changes and consider if they could be helpful for Auckland
Inconsistent maintenance levels across the city	Local board decision making and cost pressures may mean some services are cut in some areas	A base level of service will be recommended in the REV Committee procurement plan report

Ngā koringa ā-muri

Next steps

76. Staff will update local boards through a presentation to the Local Board Chairs Forum, planned for September, and through periodic updates in the PCF monthly reports.

77. A memo to summarise likely contract implications and each local priority document will be presented to each local board in September 2025.

78. Staff will present the final recommended approach, contract model and procurement plan to the REV Committee in December 2025. The resulting decision will allow staff to progress the tendering in early 2026.

79. Staff will update local boards about the progress of the procurement process through 2026.

80. The final contract award approval by the REV Committee is planned for December 2026.

81. The new contracts term will start 1 July 2027.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local board feedback form - Te Ara Hura Full Facilities Maintenance Contracts	67

Ngā kaihaina

Signatories

Authors

Maclean Grindell - Senior Advisor Operations and Policy

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Horopaki

Context

12. The Long Bay area is experiencing significant population growth, leading to an increased demand for diverse community infrastructure. Local open space and play network studies have identified a critical shortfall in facilities specifically catering to rangatahi, in response, the development of a youth park in Long Bay has been identified as a priority project.

13. The assessment revealed:

· a deficit in active recreation spaces designed for rangatahi (youth) aged between 11 and 20 years old

· limited opportunities for informal gathering and socialisation in public open spaces for youth

· traditional playgrounds in the East Coast Bays area primarily cater to younger children, leaving older youth underserved.

14. The lack of suitable facilities for some rangatahi can lead to negative consequences, such as increased youth crime, anti-social behaviour and mental health issues. The development of a youth park will provide a much-needed solution for this provision gap.

15. By incorporating a diverse range of facilities and activities in one location will help foster social interaction, physical activity and creative expression.

16. A youth park is proposed for Auckland Council-owned undeveloped land at 1 Streamview Way, Long Bay. This location was specifically chosen as a youth hub due to its convenient proximity to Long Bay Village, offering excellent accessibility for residents.

17. 1 Streamview Way, Long Bay is a predominantly flat site open green space, presenting a blank canvas for development, the western and southern boundaries adjoin 7 Streamview Way which is a stormwater reserve for the stream below. To the north, new housing developments overlook the park providing passive surveillance to any new proposed development.

A collage of a map of land

AI-generated content may be incorrect.

Figure 1: Location plan of 1 Streamview Way, Long Bay and existing site photos

18. A large pedestrian bridge, housing an above-ground wastewater pipe was built across Vaughan Stream/Awaruaika in 2017, the connections to the bridge have never been developed due to a lack of funding and development of the adjacent public land. The bridge could provide accessible safe walking connections from the youth park to the village south of the proposed youth park.

19. The bridge is governed by an existing tri-party agreement between Watercare Services Limited, Auckland Council, and Long Bay Communities Limited. Under this agreement, Watercare is responsible for the maintenance and repair of the pipe and bridge structure. However, the maintenance of the pedestrian deck may eventually be transferred to Auckland Council’s Parks and Community Facilities, an arrangement which has not yet been formally confirmed.

Figure 2: Existing pipe bridge, view northeast. Figure 3: Existing pipe bridge, view south.

Youth park community benefits

20. The youth park sets out to deliver multiple benefits to the local community including:

· enhanced youth well-being: Providing safe, accessible, and attractive spaces for physical activity, contributing to improved physical and mental health outcomes for young people

· meeting identified demand: Directly addresses the gap in youth play provision identified in strategic assessments, fulfilling a critical community need

· community cohesion: Creates a central hub for youth to connect, socialize, and build positive peer relationships, fostering a stronger sense of community

· attracting and retaining families: High-quality public amenities like a youth park enhance the desirability of Long Bay as a place to live, work, and raise families

· crime prevention: Offering constructive recreational outlets can reduce opportunities for anti-social behaviour by engaging rangatahi in positive activities

· environmental enhancement: Integrates green infrastructure through new plantings, contributing to urban biodiversity and climate resilience.

Funding

21. This youth park is funded through Auckland Council local parks and sports field development capital funding (growth), funding allocated to address infrastructure requirements from new urban development and population growth areas. As Long Bay is a designated growth area, this funding mechanism aligns with providing essential community infrastructure for its increasing residents, particularly young families and rangatahi. $1,830,000 has been allocated to initiate design, consenting and physical work, however an additional $605,000 was allocated for the inclusion of a toilet facility at the park following the development of a business case and to cover concept estimate budget deficit. The total project budget is $2,435,000 which was resolved at the recent Community Committee meeting – 29 July 2025 (CCCCC/2025/39).

22. While Capex – ‘growth’ funding covers the capital expenditure for construction, ongoing consequential opex funded by the Hibiscus and Bays Local Board will be required to cover maintenance requirements once the facility is developed. This strategic funding approach ensures a responsible initial investment.

Community consultation and engagement

23. To help facilitate the youth park consultation process the following elements were suggested for consideration to help create a park that reflects the unique needs and interests of the East Coast Bays rangatahi community:

· cultural heritage

· sport and recreation

· play opportunities

· hangout spaces

· planting and nature

· seating and amenities

· safety.

Partnership with Te Kawarau ā Maki and Ngāti Manuhiri

24. Initial project engagement was undertaken between November and December 2024 to determine what the rangatahi community wanted to see at the youth park. A partnership was developed between Auckland Council, Te Kawarau ā Maki and Ngāti Manuhiri who supported the direction of the project and acknowledged their ancestral connections to the Long Bay /Te Oneroa ō Kahu area.

25. Early discussions with mana whenua identified a clear desire to rename the Auckland Council owned land at 1 Streamview Way, Long Bay with a gifted Māori name.

26. Other community stakeholders involved in early consultation included students from Long Bay College and Bays Youth Voice.

Concept design development incorporating initial community feedback

27. Through multiple engagement sessions the following response numbers were received to determine what the community wanted to see in the concept design.

Table 1: Community consultation

AK Have your say online survey	4 Nov – 13 Dec 2024	240 responses
Long Bay College workshops	5 & 11 November 2024	20 students
East Coast Bays Library Drop-in session	28 November 2024	15 – 20 students
Browns Bay Christmas Market	7 December 2024	360 people had their say

28. The following activities or facilities were the preferred items to be included in the youth park concept design:

· active play and sport area

· adventure play

· amenities, including drinking fountain and toilet

· wheeled play

· relaxing and social spaces.

Figure 4: Community feedback

29. A pump track was the preferred option for a wheeled play facility for the youth park; this decision has been confirmed by the wider community though a concurrent wheeled play consultation where Long Bay was the preferred location for a pump track.

30. The Hibiscus and Bays Local Board have identified 1 Streamview Way, Long Bay as a preferred site to develop a pump track as part of (Activity ID 32104) Hibiscus and Bays - develop permanent pump tracks (resolution FY25-HB/2025/72). Staff anticipate approximately $450,000 will be available from this project funding in 2026/2027 to fund the permanent pump track for the park.

Link to strategic documents

31. The project supports the Hibiscus and Bays Local Board Plan 2023, through the following project initiatives:

Table 2: Initiatives connected to the Hibiscus and Bays Local Board Plan 2023

Local Board Plan key objectives	Project initiatives
Our People – Support the youth networks in our area to help our young people thrive and to have voice in local board decision making.	Consultation sessions have been held with multiple youth groups within the Hibiscus and Bay’s Local Board area in order to have direct feedback from our target audience, which has given youth networks a voice.
Our Environment – Supporting Ngāti Manuhiri, other mana whenua and mataawaka to draw on mātauranga Māori (Māori knowledge) to enrich the work of those groups working to restore the land and the sea.	Mana whenua have been working with the project team from inception of the project, the theme for the youth park has been provided by Te Kawerau a Maki, supported by Ngāti Manuhiri. The theme is ‘Wetland mahinga kai’. A wetland mahinga kai is an area that hold significant cultural and ecological importance, serving as a source of food and resources for traditional Māori practice. A mahinga kai is not just about gathering food, it is also important for sustaining cultural practices, knowledge transfer and connections between people and the land. Native planting will be selected to help restore the land.
Our community – Continue to support the telling of our local heritage stories, resulting in the adoption of te reo Māori names to add to the English names of parks and places of our area, as well as making the historical sites from all peoples from this area more accessible.	The council land at 1 Streamview Way, Long Bay does not have an official name or signage. Through the Te Kete Rukuruku programme local boards work with mana whenua to finalise Māori names for parks and places. The programme focuses on highlighting traditional iwi connections and returning te reo Māori to the whenua. Awaruaika has been identified by local iwi as part of this development and is included as part of the second tranche of the Te Kete Rukuruku naming programme,

Tātaritanga me ngā tohutohu

Analysis and advice

32. Based on initial community feedback, the concept design for the youth park was developed and presented to the local board workshop on 13 May 2025.

33. The concept design includes several key features:

· a fenced multi-use sports court designed for two complementary sports

· adventure play equipment suitable for ages 12 and up

· a pump track

· a two-pan accessible toilet facility and drinking fountain

· a large social space with seating and shade.

A map of a land

AI-generated content may be incorrect.

Figure 5: Youth Park concept design including indicative plans for 82 Glenvar Ridge Road.

34. Wide, accessible footpaths guide users through the park to the existing pedestrian bridge that crosses Vaughan Stream. Informal access to Glenvar Ridge Road will continue until additional funding is available.

35. The proposed concept design incorporates large specimen trees to aesthetically soften the park's development from surrounding properties, while still allowing for some passive surveillance. Trees are also located to provide shade in open areas suitable for picnics.

36. The proposed youth park will feature a fenced multi-use sports court, designed to accommodate two complementary sports. The community will have the opportunity to select their preferred sports, which could be a combination of football, basketball, netball, pickleball, or tennis.

37. The pump track will be designed for a medium to high level of difficulty, with proposed options for asphalt, modular concrete, or in-situ concrete surfaces. These different materials offer riders varied experiences. While designed for all users, scooters are anticipated to be primary users, followed by bike riders and then skateboarders.

A collage of a map of a park

AI-generated content may be incorrect.

Figure 6: Indicative active sports activities and pump track proposed for the youth park.

38. The specific play items for the youth park's detailed design will be chosen based on community feedback. Proposed options include a flying fox, swings, net spinners, and a hamster wheel.

Figure 7: Indicative play activities proposed for the youth park.

39. A spacious social hub is proposed to encourage community interaction and strengthen connections among park users. Large shelters are proposed with numerous seating options and hang out spaces.

40. A two-pan accessible toilet facility is planned for the youth park. This will encourage longer visits by park users. We propose installing these toilets during the summer of 2026/2027, a year before the youth park's completion. This early installation will provide a useful amenity for the community to enjoy the extensive park networks.

41. Other amenities such as bike racks and a drinking fountain will be incorporated into the design for user convenience.

Figure 8: Indicative options for social space and amenities at the youth park.

42. An assessment of the constraints, risks and estimated cost was tabled and discussed with the local board at the 13 May 2025 workshop.

43. Staff presented additional design elements for the broader network of council-owned land to the local board for consideration, not currently within the project scope. This included a small urban space at 82 Glenvar Ridge Road, with accessible pathways connecting the existing pedestrian bridge to Glenvar Ridge Road. These unfunded areas should be considered for future financial year capex allocations by the Hibiscus and Bays Local Board.

Figure 9: Civic space and accessible footpaths proposed in future years

44. For wastewater maintenance, Watercare requires continuous 24-hour access from 1 Streamview Way, Long Bay to the existing bridge. Their specifications allow for up to six wheeled vehicles to use this access point.

45. Staff have approached Watercare to provide additional funding to help the project meet their pathway specifications; however, the funding provision is still to be confirmed. If additional funding is not available from Watercare to meet the required specifications, a grass accessway will be provided around the perimeter of the park which would require reinstatement following any routine maintenance by their contractors.

Consultation / Engagement

46. The local board supported the concept design at a workshop held on 13 May 2025 requested the design to be shared with the local community for feedback and considered during the developed design stage.

47. The design was presented to Ngāti Manuhiri and Te Kawarau ā maki in May 2025. Details of the feedback are noted under the Māori impact section of this report.

48. Further consultation about the concept design was undertaken with the local community in June 2025 through the Auckland Council Have Your Say webpage, drop-in events, the Local Board Facebook page and via email.

49. Community drop-in events were held on 7 June along site the Long Bay Residents Association at 1 Streamview Way, Long Bay and at the Long Bay Market on 22 June 2025. Several local board members attended these sessions.

50. Consultation feedback associated with the concept design is attached to the report as Attachment B.

Themes from engagement

51. Of the 63 submissions received through the AK Have Your Say survey, 67% per cent were in favour of the proposed concept design, while 32% support the concept plan with some added suggestions. 2% of respondents did not support the concept plan or 1 person.

52. The views received have been themed below.

· Halfcourt basketball and football/soccer are the two preferred sports to be included in the multi-use court. In person consultation showed a preference for basketball and half tennis with practice wall.

· Asphalt was the preferred type of pump track.

· Flying fox, climbing wall/rope, high swing and inground trampoline where the preferred play options. Calisthenics was a top 3 choice for equipment favoured during in-person drop-in events as well as flying fox and climbing wall/ropes.

· The natural, earthy tones colour palette was preferred for the youth park.

53. Other ideas for the youth park include:

· charging ports

· nature-based materials, less plastic

· there is already a flying fox at the regional park

· exercise machines

· better pedestrian and cycle links

· exercise equipment.

54. 87% (55/63) of respondents thought a new pathway connecting the youth park to Glenvar Ridge Road is a high priority link.

55. 78% (49/63) of respondents would use the pathway connection walking to the shops, park work or school.

56. 95% (60/63) of respondents think lighting should be considered for pathway connections through the youth park.

57. 89% (56/63) of respondents thought a civic space or park at 82 Glenvar Ridge Road should be developed at 82 Glenvar Riede Road if funding was available.

58. Other ideas for 82 Glenvar Ridge Road are included in the below table:

Table 3: Feedback comments

It seems like a good permanent area for Sunday Market activities already taking place. So, I am supporting it.	Plaza looks good, ways to support the Long Bay market would be good. Maybe a bike hub?	Park or civic space only
Moveable Seating – Encourage people to rearrange and create their own social spaces. Shade Structures + Outdoor Charging Lounges – Think solar-powered USB ports, hammocks, or canopies. Community Firepit or Outdoor Kitchen – Central spots to cook, talk, and gather during events or evenings.	To build a community hub - a permanent hirable space for community use. It could be co-located with a cafe - or next to one - and it could also house an enviro-hub that looks out over the stream. Having a community centre somewhere in Long Bay, is fundamental to being able to build community connection, cohesion and resilience.	Plant some native trees through it
It would be great if it could still accommodate food trucks and small local pop-up markets when we have them. Please consider access for this and create space for it at the rear of the civic space. I would prefer a small no non-sense path to the bridge with more space left for this kind of community activity.	A community garden if it isn't in the park area. Planting fruit trees for the public. The pathway could have space to connect with future pathways (nearby the stream potentially). Another suggestion would be to have educational signage that educates kids about recycling, the environment, and the local flora and fauna	Community hall/centre
The grass there is where the monthly market is, which helps local economy. Try to keep that possible, Id' prefer if you keep it grassy/as a green space	If ‘civic space’ would allow to keep having the monthly market in the same spot, I’d be all for it. That event and the food trucks that sometimes come are a great community builder.	Bike hub

59. 16% of respondents of the online survey were under 18 years old.

60. Detailed stakeholder feedback analysis is attached to the report as attachment B.

Recommended option

61. It is recommended that the local board approve the proposed concept design, as attached to this agenda report (attachment A), to allow the project to continue to developed and detailed design, procurement and construction.

Tauākī whakaaweawe āhuarangi

Climate impact statement

62. The council’s climate goals as set out in Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan are:

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

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

63. It is anticipated that there will be an increase in carbon emission from construction, including contractor emissions. Staff will seek to minimise carbon and contractor emissions as much as possible when delivering the project.

64. Maximising the upcycling and recycling of existing material, aligned with the waste management hierarchy (prevention, reduction, recycle), will also be prioritised to ensure minimum impact.

65. Waste and carbon reporting is now mandatory for all projects with physical works components over the value of $300,000 and for this project the following will be required.

· Selection of a competent contractor who has completed the required environmental site management course prescribed by Auckland Council. This prerequisite is required by the person who oversees waste sorting and auditing on site.

· Preparation of a site-specific waste and carbon management plan (SSWCMP) for Auckland Council approval.

· Waste and carbon data report submitted to Auckland Council at the end of the contract.

66. Mitigation of greenhouse gas emissions will be achieved through sourcing of low-carbon material options (including sourcing materials locally) and the use of products with environmental declarations for embodied carbon reductions.

67. The proposed concept design has incorporated the use of passive principles and natural infrastructure to provide the shade.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

68. Council staff from within the Community Directorate (Parks and Community Facilities operational management and maintenance and Community Wellbeing), Auckland Transport and Healthy Waters teams have been consulted. They are supportive of the concept design as it will improve the service provision for rangatahi in the Long Bay area.

69. Auckland Council arborists have supported the inclusion of trees from their urban ngāhere programme to be incorporated into 1 Streamview Way, Long Bay. Tree planting would take place in winter 2027 following the construction of the youth park.

70. Auckland Transport capital funding may be available for accessible car parking adjacent to the site on 1 Streamview Way, Long Bay and the provision of a shared pedestrian/cycleway with lighting on the road-to-road accessway if approved by the Local Board through their next funding allocation.

71. A representative from Watercare has been kept informed of the youth park proposal and consideration of their maintenance vehicles has been included in the concept design.

72. Collaboration with staff will be ongoing to ensure that the development of the youth park is integrated appropriately into the operational maintenance and asset management systems once completed.

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

Local impacts and local board views

73. The youth park will benefit the community by providing improved health and well-being, social cohesion, community development and cultural preservation.

Table 4: Project benefits

Improved health and well-being	Encouraging physical activity and reducing sedentary behaviour.
Social cohesion / engaged communities	Providing a space for young people to connect and form positive relationships.
Community development.	Stimulating the local economy and enhancing the area's reputation
Cultural preservation:	Celebrating local heritage and fostering a sense of identity.
Reduced anti-social behavior	Offering positive alternatives to negative activities.

74. The Hibiscus and Bays Local Board is not directly funding the youth park; however, staff anticipate approximately $450,000 will be available from (Activity ID 32104) Hibiscus and Bays – Develop Permanent Pump Tracks budget to support the construction of a pump track within the youth park. Additionally, there may be further funding opportunities available through the Hibiscus and Bays Local Board Transport Capital Fund. This could support pedestrian and cycling infrastructure within the park, including footpath/cycleway lighting.

75. The local board indicated support for the concept design at the 13 May 2025 workshop.

Tauākī whakaaweawe Māori

Māori impact statement

76. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi and its statutory obligations and relationship commitments to Māori. 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), Whiria Te Muka Tangata Māori Responsiveness Framework and local board plans.

77. The development discussed in this report will benefit Māori and the wider community through specify benefits to Māori (well-being, values, culture and traditions).

78. Project staff have partnered with local mana whenua throughout this project, ensuring their aspirations were integrated from its inception. They have attended regular project steering groups when able. The concept design was presented to local iwi in May 2025. Ngāti Manuhiri and Te Kawerau ā Maki have provided feedback supporting the project in principle.

79. An artist nominated by Te Kawerau ā Maki, with support from Ngāti Manuhiri, has been engaged to contribute design elements throughout the park.

80. There will be further opportunities for mana whenua to contribute during the detailed design phase of the project, including input into the selection of plant species.

Ngāti Manuhiri and Te Kawerau ā Maki have gifted the name ‘Awaruaika’

81. Awaruaika is the original name of the Vaughan stream which runs through the site. Awaruaika is derived from the kupu awa - stream, rua - repository, ika - fish, referring to the abundance of fish, historically found in the awa.

82. From a thematic sense it relates to the wetland mahinga kai which is an area that holds significant cultural and ecological importance, serving as a source of food and resources for traditional Māori practice. A mahinga kai is not just about gathering food; it is also important for sustaining cultural practices, knowledge transfer, and connections between people and the land.

83. This narrative provided has been used as the theme of the project and will be incorporated further through art opportunities and detail design.

Figure 10: Design Principles, philosophy and theme developed with Mana whenua.

Ngā ritenga ā-pūtea

Financial implications

84. A total budget of $2,435,000 has been approved for this project in the following financial years on at the Community Committee Meeting on 29 July 2025 (CCCCC/2025/39):

Table 5: Approved budget allocation for the project

Budget source	FY24/25	FY25/26	FY26/27	Total ($)
Auckland Council local parks and sports field development capital fund. (Growth)	118,294.18	$461,705.82	$1,855,000	$2,435,000
Local Board Capex – Pump track			$450,000	$450,000
Total allocated budget	118,294.36	$461,705.64	$2,305,000	$2,885,000
Budget required				$2,885,000
Estimated maintenance cost – 10 years consequential-opex following completion				$1,152,500

85. High level indicative cost estimates for the design and construction of the concept design are $2,885,000. The total project estimate includes 15 per cent construction contingency.

86. Funding for the initial build of the youth park will come from an allocation of the Auckland Council local parks and sports field development capital fund. The estimated ongoing consequential opex maintenance costs for the expected lifespan of the assets are $115,250 annually and will be funded by the Hibiscus and Bays Local Board.

87. Play equipment will be selected in the next design phase based on recent community feedback and within the parameters of the already secured budget. This will further refine cost estimates. Staff will send requests for playground equipment options to suppliers to ensure the best procurement practices and achieve value for money on our chosen assets, making our resources go further, to deliver more and better for Aucklanders.

88. The Hibiscus and Bays Local Board have identified 1 Streamview Way, Long Bay as a preferred site to develop a pump track as part of (Activity ID 32104) Hibiscus and Bays - develop permanent pump tracks (resolution FY25-HB/2025/72). Staff anticipate approximately $450,000 will be available from this project funding in 2026/2027 to fund the permanent pump track for the park.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

89. Resource consent and building consent exemption are required, and the preparation and processing of these consent may have an impact on the time frame for construction.

90. The following risks and mitigations have been considered:

Table 6: Risks and mitigations for the proposed concept design option

Risks identified	Mitigation
Timeframe
Resource consent	Preparation and processing of the consent may have an impact on the time frame for construction. Staff will endeavour to meet the deadlines.
Building consent	Preparation and processing of the consent exemption may have an impact on the time frame for construction. Staff will endeavour plan for this and to meet the deadlines.
Health & Safety
Public are exposed to unsafe conditions during construction phase	Health and safety measures will be put in place to manage any risks including a Site-specific safety plan and site management plan.
Budget
Budget is not adequate	Staff will look to reduce costs through consideration of play equipment and asset selection through developed and detailed design.
Construction
Poor weather during construction may hold up delivery	Construction methodology and programme to allow for wet weather contingency.
Reputational	If the plans are not supported by most of the community, it may lead to community disappointment, as well as contribute to a drop in consultation and engagement of future projects.

Ngā koringa ā-muri

Next steps

91. Table 7 below summarises the anticipated next steps and estimated delivery timeframes for the project. The estimated timeframes assume successful and timely completion of each identified project step. Unforeseen delays in the procurement of a design and / or build partner or the resource consent process have the potential to delay completion of the project beyond the identified timeframe.

Table 7: Project phasing and timelines

Project phase	Planned completion timeframe
Developed Design	August – September 2025
Resource consent application	October 2025
Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed. Additional community engagement and collaboration with iwi will be undertaken a part of this phase.	November 2025 – February 2026
Building consent (exemption) application	December 2025
Installation of toilet	February 2026
Procure physical works contractor/build partner The tender will be submitted to a suitable contractor as per the procurement guidelines.	July 2026
Physical works An accurate commencement date and the duration of the physical works is not known at this time and will be confirmed at a later stage but is envisaged between the dates specified.	October 2026 – April 2027

92. Progress updates on the project will be provided to the local board as part of the quarterly reports

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Youth Park concept design - Te Oneroa ō Kahu	91
b ⇩	Te Oneroa ō Kahu / Long Bay Youth Park - Concept Consulation	121

Ngā kaihaina

Signatories

Authors

Keren Alleyne - Senior Project Manager

Authorisers

Julie Pickering - Head of Area Operations

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 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.: CP2025/17136

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 Hibiscus and Bays 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]}

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	155
b ⇩	Attachment B - Summary of Decisions Requested by submitters to Plan Change 113	177

Ngā kaihaina

Signatories

Authors

Ruth Andrews - Senior Policy Planner

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

John Duguid - General Manager Planning and Resource Consents

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

Initiating Review of Local Board Delegation Protocols

File No.: CP2025/17229

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 A) are subject to specified financial limits as well as specific exclusions and other requirements set out in the Delegation Protocols ("the Protocols").

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

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

5. Staff are inviting local boards to initiate this review, with an opportunity for outgoing 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 Hibiscus and Bays Local Board:

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

Optional

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

Horopaki

Context

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

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

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

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

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

· Chair John Gillon (Kaipātiki Local Board)

· Chair Scott Milne (Ōrākei Local Board)

· Chair Damian Light (Howick Local Board)

· Chair Ella Kumar (Puketāpapa Local Board)

· Chair Maria Meredith (Maungakiekie-Tāmaki Local Board)

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Local boards general delegation to CE and Delegation Protocols	189

Ngā kaihaina

Signatories

Authors

Shirley Coutts - Principal Advisor - Governance Strategy

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

Auckland Council’s Quarterly Performance Report: Hibiscus and Bays Local Board for quarter four 2024/2025

File No.: CP2025/17392

Te take mō te pūrongo

Purpose of the report

1. To receive the Hibiscus and Bays Local Board 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 Hibiscus and Bays 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 Hibiscus and Bays Local Board Plan 2023 outcomes.

3. Out of the 123 activities in the approved work programme:

· 113 activities have a Green RAG status including activities completed in the 2024/2025 or progressed as expected

· four activities have an Amber RAG status including activities that were expected to be completed in 2024/2025 which are now expected to be completed in the first quarter in 2025/2026, activities that have not progressed as expected, or activities that are on hold

· one activity has a Red RAG status being delayed until after the first quarter in 2025/2026

· five activities have a Grey RAG status, being cancelled or deferred.

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

· completing the Orewa Library - comprehensive renewal including roof (Activity ID 24085)

· completing the 86 Harvest Avenue, Ōrewa - develop new neighbourhood park (Activity ID 26010)

· increasing membership and customer satisfaction at East Coast Bays Leisure Centre operations (activity ID 6) and Stanmore Bay Pool and Leisure Centre operations (Activity ID 8)

· supporting environmental networks including Pest Free Hibiscus Coast (Activity ID 64) and Environmental restoration network co-ordinators - Hibiscus and Bays (Activity ID 480).

5. Key activities not progressed as expected include:

· Long Bay Regional Park - renew footbridge at southern entrance (Activity ID 4511, 2024/2025 budget $500,000) – delayed

· Murrays Bay Wharf – renewal of handrails (Activity ID 40242, 2024/2025 budget $229,923) – cancelled

· renewal of the Metro Park East - Metro Community Sports Charitable Trust lease (activity ID 3751, no budget associated) – delayed.

6. 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 Hibiscus and Bays Local Board:

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

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

Horopaki

Context

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

· Customer and Community Services

· Infrastructure and Environmental Services

· Auckland Emergency Management.

8. The graph below shows how the work programme activities meet local board plan outcomes. Activities that are not part of the approved work programme but contribute towards the local board plan outcomes, such as advocacy by the local board, are not captured in this graph.

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

9. The graph below identifies 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

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

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

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

11. 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

12. Key activity updates for quarter four include:

· Orewa Library – comprehensive renewal incl. roof (Activity ID 24085) – this included increasing library capacity with a new mezzanine floor

· Local Civic Events Hibiscus and Bays (Activity ID 4359) – the Ōrewa Library opening in June 2025 was attended by over 600 people

· Hibiscus and Bays: Facility Grants (Activity ID 4452), Local Contestable Grants Hibiscus and Bays (Activity ID 177), Hibiscus and Bays: Economic and Business Grants (Activity ID 4451) and Legacy Rates Grants - Hibiscus and Bays (Activity ID 2871) – grant rounds were delivered

· Hibiscus and Bays Local Board, community and business emergency response plans and resilience programme (Activity ID 3966), Resilience in the Hibiscus Coast (Activity ID 4069) and Community Resilience in the East Coast Bays (Activity ID 176) – provided emergency response support including to Community Resilience Groups

· Hibiscus and Bays: Citizenship ceremonies (Activity ID 184) – delivered three ceremonies with 567 new citizens

· Anzac services Hibiscus and Bays (Activity ID 188) – delivered Dawn and Civic Anzac Day services at Browns Bay with approximately 4900 attendees

· Hibiscus and Bays- Play Advocacy (Activity ID 3824) – adopted the Hibiscus and Bays Play Plan 2025 and provided play support to community organisations.

Changes to the local board work programme in quarter four

Activities with changes

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

Table 2: Work programmes change formally approved by the board

ID/Ref	Work Programme Name	Activity Name	Summary of Change	Resolution number
ID 4152	Customer and Community Services	Hibiscus and Bays - Te Kete Rukuruku Māori Naming of Parks and Places - tranche two	Reallocated $6000 to Local Contestable Grants Hibiscus and Bays (Activity ID 177)	HB/2025/56
ID 4451	Customer and Community Services	Hibiscus and Bays: Economic and Business Grants	Reallocated $8000 underspend to Local Contestable Grants Hibiscus and Bays (Activity ID 177)	HB/2025/60
ID 4452	Customer and Community Services	Hibiscus and Bays: Facilities grants	Reallocated $164.40 underspend to Local Contestable Grants Hibiscus and Bays (Activity ID 177)	HB/2025/60
ID 177	Customer and Community Services	Local Contestable Grants Hibiscus and Bays	Received $6000 from Hibiscus and Bays - Te Kete Rukuruku Māori Naming of Parks and Places - tranche two (Activity ID 4152)	HB/2025/56
ID 177	Customer and Community Services	Local Contestable Grants Hibiscus and Bays	Received $2000 revenue collected from 2024/2025 filming permits on local parks	HB/2025/56
ID 177	Customer and Community Services	Local Contestable Grants Hibiscus and Bays	Received $8000 from Hibiscus and Bays: Economic and Business Grants (Activity ID 4451)	HB/2025/60
ID 177	Customer and Community Services	Local Contestable Grants Hibiscus and Bays	Received $164.40 from Hibiscus and Bays: Facilities grants (Activity ID 4452)	HB/2025/60

Key activity achievements from the 2024/2025 work programme

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

· Operational grant to Centrestage Theatre (Activity ID 169) – 2024/2025 attendee total was 46,130 with 101 different programmes

· Operational grant to the Estuary Arts Centre (Activity ID 170) – 2024/2025 attendee total was 81,020 with 492 programmes

· Operational grant to the Mairangi Arts Centre (Activity ID 171) – 2024/2025 attendee total was 28,105 with 440 programmes

· East Coast Bays Leisure Centre operations (Activity ID 6) – increased visitor numbers and customer satisfaction compared to quarter four 2023/2024

· Stanmore Bay Pool and Leisure Centre operations (Activity ID 8) – increased visitor numbers and customer satisfaction compared to quarter four 2023/2024

· delivery of playground developments and renewals including 86 Harvest Avenue, Ōrewa - develop new neighbourhood park (Activity ID 26010), Cranston Street Reserve - renew play space (Activity ID 8641) and Edith Hopper Park - renew play space (Activity ID 28182)

· Orewa Beach Reserve Revitalisation pre-planning (Activity ID 583) – community engagement included three project working group meetings and a 'Have Your Say' public consultation

· supporting environmental networks including Pest Free Hibiscus Coast (Activity ID 64) and Environmental restoration network co-ordinators - Hibiscus and Bays (Activity ID 480) – the pest management achievements of urban environmental networks in the Hibiscus and Bays Local Board area are beginning to achieve national recognition.

Overview of work programme performance

Customer and Community Services work programme

15. In the Customer and Community Services work programme, there are 97 activities with a Green RAG status, four activities with an Amber RAG status, and five activities with a Grey RAG status. Activities with an Amber or Grey status are discussed below:

Table 4: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Murrays Bay Wharf – renewal of handrails (Activity ID 40242)	Grey	Cancelled	Community Facilities are working on remediating the hand rail outside of the CAPEX reviews programme.
Hibiscus and Bays- Investigate and implement recreation facilities in partnership with the community (Activity ID 42379)	Grey	Cancelled	No specific opportunity was identified.
Freyberg Park - renew sports field # 3 (Activity ID 30223)	Grey	On hold	Deferred to future years.
Victor Eaves Park - renew premium cricket ground (Activity ID 30286)	Grey	On hold	Deferred to future years.
Metro Park East - Metro Community Sports Charitable Trust lease - Licence to occupy renewal (Activity ID 3751)	Grey	Deferred	Additional time was required to consider the renewal process. This will be reported the local board in quarter one 2025/2026 financial year.
Kawerau Metro Park West - develop suburb park (Activity ID 16686)	Amber	In progress	The project has been on hold and no funding was included in the 2024/2025 year. Resource consent for the park development was granted in mid-June 2022. Next steps are to investigate aspects of the design to ensure the design addresses the site conditions.
Hibiscus and Bays - deliver Centre Plan improvements (activity ID 18071)	Amber	On hold	This project is on hold until future years.
Mairangi Bay Reserve - implement development plan (activity ID 20550)	Amber	On hold	Project on hold, awaiting the revised Reserves Management Plan before progressing further designs of the turning head options and overall concept design of the reserve development.
Pacific Parade Coastal Reserve - improve walkways (activity ID 31827)	Amber	On hold	Project on hold and deferred to future years due to budget constraints.

Infrastructure and Environmental Services work programme

16. In the Infrastructure and Environmental Services work programme, there are 15 activities that with a Green RAG status and one activity with a Red RAG status. Activities with significant impact are discussed below:

Table 5: Infrastructure and Environmental Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Long Bay Regional Park - renew footbridge at southern entrance (Activity ID 4511)	Red	In progress	The first phase of the revised design and investigation has been completed under the council's Better Value Projects framework. Following review, a steel beam bridge emerged as the preferred replacement option. The next step is detailed design of the preferred option.

Auckland Emergency Management work programme

17. In the Auckland Emergency Management work programme, there is one activity with a Green RAG status.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

19. The local board invested in several environmental and sustainability projects, which aim to build awareness around individual carbon emissions, and changing behaviour at a local level. These include:

· Hibiscus and Bays storm recovery and resilience – Hibiscus Coast (Activity ID 4004)

· Ko te wai he taonga: Water is a treasure (Activity ID 724)

· EcoNeighbourhoods Hibiscus and Bays (Activity ID 572)

· Eco-ECE Programme 2024-2025 (Activity ID 721)

· Trash Free Taiaotea (Browns Bay Waste Minimisation Programme (Activity ID 729)

· Construction and Demolition Waste Enforcement and Leadership (Activity ID 4087).

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

20. 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

21. This report informs the Hibiscus and Bays 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

22. The Hibiscus and Bays Local Board Plan 2023 provides a commitment framework through the development of initiatives that respond to Māori aspirations, and the development of relationships with mana whenua. The following activities have a Māori outcomes focus:

· Capacity Building Hibiscus Coast (Activity ID 181)

· Te Ao Māori and community led conservation – Hibiscus and Bays (Activity ID 507)

· Māori responsiveness Hibiscus and Bays (Activity ID 174)

· Te Kete Rukuruku (Māori naming of parks and places) tranche two (Activity ID 4152)

· Hibiscus and Bays: Ngā Hāpori Momoho - Thriving Communities implementation opportunities (Activity ID 3943)

· Eco-ECE Programme 2024-2025 - Hibiscus and Bays (Activity ID 721)

· Youth-led Activities in East Coast Bays (Activity ID 4077)

· Youth-led Activities in Hibiscus Coast (Activity ID 4078)

· Community Resilience in the Hibiscus Coast (Activity ID 4069).

23. The Hibiscus and Bays Local Board has continued to work towards strengthening its relationship with mana whenua and mataawaka who have an interest in the Hibiscus and Bays Local Board area, through its work programme, key areas of mutual interest which have arisen and hui. In the 2024/2025 financial year the local board met with Ngāti Manuhiri and held an initial hui with Te Kawerau ā Maki.

24. The Hibiscus and Bays Local Board continues to hui with Te Herenga Waka o Orewa, the mataawaka marae in Silverdale.

Ngā ritenga ā-pūtea

Financial implications

25. This report is provided to enable the Hibiscus and Bays 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

26. 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).

27. 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.

28. 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

29. 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 I

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Hibiscus and Bays Local Board - 1 April to 30 June 2025 Work Programme Update	231
b ⇩	Hibiscus and Bays Local Board - Operating Performance - Financial Summary (Under Separate Cover) - Confidential

Ngā kaihaina

Signatories

Authors	Glenda Lock - Local Board Engagement Advisor
Authorisers	Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

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

File No.: CP2025/17472

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 Hibiscus and Bays 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	261

Ngā kaihaina

Signatories

Authors

Robert Boswell - Senior Strategic Advisor

Authorisers

Denise O’Shaughnessy - Manager Strategic Advice

Lou-Ann Ballantyne - General Manager Governance and Engagement

Lesley Jenkins - Local Area Manager

Hibiscus and Bays Local Board

26 August 2025

Kōkiri Report: Glen Road Browns Bay footpath project

File No.: CP2025/17597

Te take mō te pūrongo

Purpose of the report

1. The purpose of this report is to seek approval from the Hibiscus and Bays Local Board to progress the Glen Road Browns Bay footpath project to external engagement and construction.

Whakarāpopototanga matua

Executive summary

2. This report provides an update on a project in the Hibiscus and Bays Local Board’s Kōkiri Agreement, a local plan that outlines levels of engagement with local projects between Auckland Transport (AT) and the local board.

3. This report follows public engagement on the Glen Road Browns Bay footpath project.

4. The Glen Road Browns Bay footpath project was workshopped with the local board on 21 October 2024, and following feedback on the initial design, with changes, is now ready to go to construction.

5. As this project is at a ‘consult’ level of engagement in Kōkiri, formal local board support to proceed to construction is required.

Ngā tūtohunga

Recommendation/s

That the Hibiscus and Bays Local Board:

a) whakaae/approve the revised Glen Road Browns Bay footpath project to proceed to construction subject to public engagement raising no significant concerns.

Horopaki

Context

6. AT manages Auckland’s transport network on behalf of Auckland Council. AT’s Kōkiri Agreement provides a structured annual process for local boards to engage with and influence transport projects and programmes. Every year local boards and AT work together to set ‘levels of engagement’ for projects and programmes that AT is delivering. This process clearly defines the board’s expectations and AT’s responsibilities.

7. The levels of engagement noted in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine, were agreed between Auckland Council and Council Controlled Organisations in 2020; and are as follows.

Collaborate - AT and the local board are working together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.

Consult - AT leads the project or programme but works with the local board providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan; and if it is not able to provides clear reasons for that decision.

Inform – AT leads the project or programme but works with the local board providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan; and if it is not able to provides clear reasons for that decision.

8. Any ‘Collaborate’ or ‘Consult’ project involves local board decisions that need to be taken and recorded.

9. This report is to provide a decision relating to the delivery of the Glen Road, Browns Bay footpath project which is at an agreed ‘Consult’ level of engagement with the local board in their 2025/2026 Kōkiri Agreement.

Tātaritanga me ngā tohutohu

Analysis and advice

Background

10. A member of the community raised the issue of a missing footpath link on the western side of Glen Road with Auckland Transport in 2018. It formed part of a larger request to have a “full safety analysis” for the road, including interactions between vehicles and pedestrians.

11. A potential footpath project was added to the programme in response to the customer’s request and was prioritised for design for the 2024/2025 financial year.

12. Pedestrian amenity on Glen Road will need to be addressed eventually and is likely to result in some parking loss.

13. The high parking demand in this area also needs to be matched with high pedestrian amenity. People park on Glen Road to ultimately access the town centre on foot.

Design History

14. External engagement regarding a proposed design for new footpaths on both the eastern and western sides of Glen Road (https://haveyoursay.at.govt.nz/glenroadfootpaths) was conducted in September 2024. The proposal was not supported by the local residents and the Business Association, primarily due to concerns about the reduction in available parking spaces. The design would result in the loss of four legal parking spaces and introduce parking restrictions along a section where vehicles currently park illegally perpendicular to the kerb, which the community perceives as an additional reduction in parking availability.

15. The proposal, community feedback, and design alternatives were presented (Attachment A to this agenda report) to the Hibiscus and Bays Local Board during a workshop in October 2024. As a result of the workshop, an on-site meeting with some Local Board members took place in November 2024.

16. After this meeting, it was agreed with the local board to remove the footpath and associated changes from the western side of Glen Road and proceed only with a small section on the eastern side, with the addition of a refuge island crossing at the intersection of Glen Road and Bute Road. The inclusion of wayfinding signage was also discussed; however, as most of the area is within Auckland Council Parks land, responsibility for this rests with the council.

Revised Design

17. The current design (Image 1 below) proposes the following.

· A small section of new footpath and kerb buildout on the eastern corner at the intersection with Glen Road and Bute Road. This will link into the dedicated pedestrian space within Auckland Council land.

· New refuge islands across Glen Road at the intersection with Bute Road to make crossing here safer and easier.

· Bring existing 2x mobility parking spaces up to current standards which results in the loss of 1 parking space at this location.

· Shifting the perpendicular parks within Auckland Council land slightly towards the road to help prevent pedestrians walking behind parked vehicles and use dedicated pedestrian space.

· New wheel stops for all eastern side parking spaces.

· New P60 parking restrictions for parking spaces located within Auckland Council Land.

Image 1: Revised Glen Road footpath design

18. AT will contact affected residents updating them on the revised design, with opportunity to provide further feedback.

19. AT is also coordinating our design with the Auckland Council Project Manager managing the refurbishment of the Auckland Council building to ensure projects do not conflict.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

22. AT is coordinating with the Auckland Council project manager managing the refurbishment of the Auckland Council building to ensure projects do not conflict and that efficiencies are maximised.

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

Local impacts and local board views

23. The Glen Road Browns Bay new footpath project was workshopped with the Hibiscus and Bays Local Board and an on-site meeting with elected members was undertaken following public feedback on the initial design prior to this report being submitted.

Tauākī whakaaweawe Māori

Māori impact statement

24. 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.

25. 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

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

Ngā ritenga ā-pūtea

Financial implications

27. The proposed decision has no financial implications to the Hibiscus and Bays Local Board, as the project is being funded from Auckland Transport’s Community Footpath Improvements budget.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

28. Any construction project can be affected by a range of factors including weather, contract availability or discovery of previously unidentified factors like unmapped infrastructure. AT manages risk by retaining a 10% contingency on projects however there is always a small risk that more money may be required from internal budgets.

Ngā koringa ā-muri

Next steps

29. AT is seeking support from the Hibiscus and Bays Local Board to progress to external engagement and subsequently construction, assuming no significant concerns are raised by the community.

30. Timeline:

Phase	Scheduling	Notes
External engagement	September 2025
Detailed design	October 2025
Construction	End of 2025 or early 2026	To be done as part of the Browns Bay Town Centre Improvements or in tandem with Auckland Council refurbishment works planned early 2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Glen Road – New footpath presentation dated 21 October 2024	271

Ngā kaihaina

Signatories

Authors

Antony Hing – Principal Transportation Engineer

Beth Houlbrooke – Elected Member Relationship Partner

Authorisers

Andrew Allen – Group Manager Road Network Operations

John Gillespie – Head of Stakeholder and Community Engagement

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

Chairperson	Alexis Poppelbaum, JP
Deputy Chairperson	Gary Brown
Members	Jake Law
	Sam Mills, JP
	Julia Parfitt, JP
	Victoria Short
	Gregg Walden
	Leanne Willis

Authors	Will Wilkinson - Democracy Advisor
Authorisers	Lesley Jenkins - Local Area Manager

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