1 Nau mai | Welcome

The meeting will be opened with a karakia.

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 Waiheke Local Board:

a) whakaū / confirm the ordinary minutes of its meeting, held on Wednesday, 23 July 2025 as a true and correct record.

5 He Tamōtanga Motuhake | Leave of Absence

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

6 Te Mihi | Acknowledgements

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

7 Ngā Petihana | Petitions

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

8 Ngā Tono Whakaaturanga | Deputations

Standing Order 7.7 provides for deputations. Those applying for deputations are required to give seven working days notice of subject matter and applications are approved by the Chairperson of the Waiheke 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 - Waiheke Island Pony Club Incorporated - Community lease at Te Huruhi Bay Reserve

Te take mō te pūrongo

Purpose of the report

1. Representatives of the Waiheke Island Pony Club Incorporated will be in attendance to speak about the community lease at Te Huruhi Reserve.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) whiwhi / receive the presentation by representatives of the Waiheke Island Pony Club Incorporated and thank them for their attendance.

8.2 Deputation - Northern Rescue Helicopter Limited - Onetangi Sports Park helipad

Te take mō te pūrongo

Purpose of the report

1. Representatives of Northern Rescue Helicopter Ltd will be in attendance to speak about the status of the primary helicopter emergency helipad at Onetangi Sports Park.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) whiwhi / receive the presentation by representatives of Northern Rescue Helicopter Ltd and thank them for their attendance.

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

11 Ngā Pānui mō ngā Mōtini | Notices of Motion

Under Standing Order 2.5.1 (LBS 3.11.1) or Standing Order 1.9.1 (LBS 3.10.17) (revoke or alter a previous resolution) a Notice of Motion has been received from <Member Names> for consideration under item 13.

No.	Title	Page
a ⇩	Notice of Motion - research project on behalf of Waiheke Local Board	13

Waiheke Local Board

27 August 2025

Proposed new community lease to the Catherine Mitchell Arts Centre Incorporated at Anzac Reserve, Ostend

File No.: CP2025/17541

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waiheke Local Board to grant a new community lease to the Catherine Mitchell Art Centre Incorporated for Anzac Reserve located at 32 Putiki Road, Ostend.

Whakarāpopototanga matua

Executive summary

2. The Catherine Mitchell Art Centre Incorporated (the centre) seeks a new community lease to continue occupation and operation from a council-owned building at Anzac Reserve, 32 Putiki Road, Ostend.

3. The centre currently holds the lease on the building which has reached final expiry on 31 March 2023. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

4. Consideration of the progression of this new lease was identified and approved by the Waiheke Local Board as part of its Customer and Community Services: Community Leases work programme 2024-2025 at their 26 June 2024 local board meeting (resolution number WHK/2024/53).

5. The centre was formed in 1952 to further the interest of arts, crafts, literature and music and operated from the founder’s home at Catherine Mitchell Reserve. In 1992 The Waiheke Roads Board negotiated and relocated the centre to occupy part of Anzac Reserve, where it now holds a community lease to continue to operate as a community hub.

6. The centre aims to enhance community engagement by providing a facility that encourages individuals to participate in organised artistic and cultural activities. These activities align with / support the Waiheke Local Board Plan 2023:

· Our People

· Our Facilities and Open Spaces

7. The centre has provided all required information including financials, showing that it has sufficient funds and it is being managed appropriately. The group has all the necessary insurance cover, including public liability insurance, in place.

8. Staff visited the site on 30 October 2024, and the facilities appear to be well utilised and maintained.

9. The land comprising Anzac Reserve is subject to the requirements of the Reserves Act 1977 and is classified as local purpose reserve under the Act. As such, public notification and iwi consultation is not required as the 2023 Waiheke Local Parks Management Plan recognises the club’s activities.

10. This report recommends that a new community lease be granted to the Catherine Mitchell Art Centre Incorporated for a term of 5 years commencing from 1 July 2025 with one five (5) year right of renewal.

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

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) tuku / grant a new community lease to the Catherine Mitchell Arts Centre Incorporated for an area comprising approximately 255m² located at Anzac Reserve, 32 Putiki Road, Ostend on the land legally described as Lot 34 and Lot 35 DP 11378 (Attachment A – Site plan), subject to the following terms and conditions:

i) term – five (5) years, commencing 1 July 2025, with one five (5) year right of renewal.

ii) rent – $1300 plus GST per annum if demanded.

iii) maintenance fee - $5000 plus GST per annum.

iv) community outcomes plan - to be appended to the lease as a schedule of the lease agreement (Attachment B – Community outcomes plan - Catherine Mitchell Arts Centre Incorporated).

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977and the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023), and the Auckland Council standard form community lease agreement for a new community lease to The Catherine Mitchell Art Centre Incorporated for an area comprising approximately 255m² located at 32 Putiki Road, Ostend.

Horopaki

Context

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

13. The Waiheke Local Board approved the Customer and Community Services: Community Leases work programme 2024-2025 at their local board meeting on 26 June 2024 (resolution number WHK/2024/53).

14. The centre has formally applied to the council for a new lease.

15. Consideration of the progression of this new lease is part of the local board’s approved work programme. This report considers the new community lease as approved on the work programme.

Land, building and lease

16. The Catherine Mitchell Arts Centre Incorporated holds a community lease for the council owned building situated at Anzac Reserve, 32 Putiki Road, Ostend. (Attachment A Site Plan – Anzac Reserve, 32 Putiki Road, Ostend).

17. The land is made up of two parcels and legally described as Lot 34 and Lot 35 DP 11378 held in fee simple by Auckland Council as a classified local purpose (community use) reserve the Reserves Act 1977.

18. The Waiheke Local Parks Management Plan 2023 recognises the activities the group facilitates.

19. The proposed leased area is approximately 255m² as outlined in Attachment A – Site Plan

20. Subsidised operation costs for a council owned building will be charged to the lessee.

21. The council-owned building is in moderate condition and there is no significant work to be done in the next two years.

The Catherine Mitchell Arts Centre Incorporated

22. The Catherine Mitchell Arts Centre Incorporated was formed in 1952, operating from the home of the founder, Catherine Mitchell, who subsequently left the land and buildings to the community.

23. As part of Catherine Mitchell’s negotiation with the Waiheke Roads Board, a more central location was later provided. This resulted in moving into a council-owned building at Anzac Reserve in 1992.

24. The centre was first incorporated on 24 May 1956. It aims to strengthen its community by providing a space when the community can engage in a range of cultural activities, including arts, crafts, literature and music.

25. The centre provides a variety of creative activities and club throughout the week, including pottery, bridge club, writers’ group, life drawing, toast masters, all things fabric, spinners and weavers.

26. The centre has part time volunteers who contribute over 3,600 hours per annum to help manage over 130 members. There are seven groups that are scheduled to occupy the space throughout the week. If the existing groups are not using the premises, the centre is available for hire at a small charge to local community organisations.

27. Due to the increase of costs, the centre has increased its annual subscription fees to $50 per annum as its main source of income. If required, groups supplement this with grants and fundraising.

28. The centre holds open days, facilitates school visits and makes its premises available to students studying for the Duke of Edinburgh award.

29. Staff have undertaken a site visit, and the building is well managed and maintained.

30. The centre currently holds the lease on the building which has reached final expiry on 31 March 2023. The lease is holding over on a month-by-month basis on same terms and conditions until terminated or a new lease is granted.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of the application

31. The center has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to deliver artistic and cultural services.

32. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient finds to meet liabilities.

Table 1: financials

Income for the year ended 31 December 2024	Expenditure	Income less expenses
$10,527	$9735	$792

33. Over 50 percent of the centre’s income comes from its membership fees. Approximately 55 percent of the centre’s expenses went towards operating costs and utilities, including electricity, telephone expenses and OPEX charges.

34. Staff undertook a site visit on 30 October 2024, and the facility is well managed and appears to be well maintained. The centre maintains the facility for the benefit of the centre’s members, other community groups as well as general users of the premises.

35. The area proposed to be leased to the centre consists of approximately 255m²and is outlined in Attachment A – Site Plan.

36. The center has all necessary insurance cover, including public liability insurance, in place.

37. The center offers a valuable service to the local community by offering a community hub that promotes the application and practice of different arts. It provides a welcoming environment that encourages community connections.

38. A community outcomes plan has been negotiated with the centre to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement and is attached to the report as Attachment B.

39. Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) sets out the requirements for community occupancy agreements and will be included as part of the lease agreement if approved by the local board.

Recommended term of tenure

40. At the expiry of a lease for a council-owned building, a review of alternatives for the use of the premises should be carried out as good practice. For this, an expression of interest process can be undertaken to gauge interest and best use. However, if the incumbent group is needed in the area and the group is performing well, the local board has the discretion to grant a new lease to the group without undergoing an expression of interest process.

41. Under the Community Occupancy Guidelines 2012 (updated 2023) relating to groups occupying council-owned land and buildings, the standard term of tenure for leases is an initial term of 5 years with one right of renewal for 5 years.

42. Additionally, groups with exclusive use of council-owned buildings over 100 square metres and less than 500 square metres are requested to pay an annual subsidised maintenance fee of $5000.

43. Although these are standard guidelines, the local board may at their discretion, choose to vary from these recommendations on a case-by-case basis as they deem appropriate.

Tauākī whakaaweawe āhuarangi

Climate impact statement

44. A shared community space will decrease overall energy use, as users will not consume energy at individual workspaces. The shared space will provide opportunities and enable people to enjoy positive healthy lifestyles and will increase capability and connections within local community.

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

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

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

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

47. The proposals outlined in this report do not include any change in the use of the land or activity on the land or introduce any new sources of greenhouse gas emissions.

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

49. The Community Broker, Area Operations, and the Facilities Manager have been consulted. They are supportive of the proposed lease as it helps the local board to achieve a number of the local board plan objectives.

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

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

Local impacts and local board views

51. The proposed lease will benefit the community by enabling initiatives that promote and support a diverse range of arts, offering a welcoming space for the local board area and its surrounding communities.

52. The Waiheke Local Board was advised of the new lease applications at the local board workshop on 29 January 2025. The local board indicated its support in principle of the proposed new lease

53. The delivered activities align and support the Waiheke Local Board Plan 2023:

· Our People – Waiheke residents have a strong sense of identity, connectedness and wellbeing which is enhanced through active community participation

· Our facilities and open spaces – Our parks, reserves and beaches are enjoyed and respect by residents. Our community, arts, and cultural facilities are well used and accessible.

Tauākī whakaaweawe Māori

Māori impact statement

54. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi which are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2024-2034, the Unitary Plan (operative in part), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

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

56. Iwi engagement about the council’s intention to grant a new community lease for the centre at Anzac Reserve, 32 Putiki Road, Ostend is not required as the centre’s activity conforms with the Waiheke Local Parks Management Plan 2023 is currently the operative plan for this reserve.

57. The services provided by the tenant’s groups will benefit Māori and the wider community through health and well-being. The 2023 census shows that 14.1 percent of the total Waiheke population identify as Māori.

Ngā ritenga ā-pūtea

Financial implications

58. All costs relating to the advertisement of the council’s intention to grant the proposed lease will be borne by the Property Management department of the council.

59. Staff have consulted with the Financial Strategy department of the council. Concerns were raised regarding the financial ability of the Catherine Mitchell Arts Centre Incorporated to pay the recommended lease and operational charges.

60. The Governing Body, at its business meeting of June 2023, approved the annual budget including amendments to the Community Occupancy Guidelines (GB/2023/101). The amendments increased the level of rent and maintenance fees for community occupancies.

61. The increase in annual rent from $1.00 plus GST (if demanded) to $1,300 coupled with the ten-fold increase in the amount of the annual subsidised maintenance ($500 plus GST increase to $5,000 plus GST) provides the local boards with a financial lever to ease their respective budgetary constraints.

62. Conversely, in accordance with the Auckland Council Community Occupancy Guidelines, local boards still hold the ability to vary staff recommendations relating to the rental amount for the leased premises.

63. If the local board chooses to charge the recommended $1300 rent, the local board will have the additional revenue of $1299 per annum.

64. Ongoing maintenance of the asset will be covered by the council which is accounted for in current and future budgets.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

65. Should the local board resolve not to grant the proposed community lease to the Catherine Mitchell Arts Centre Incorporated at Anzac Reserve, 32 Putiki Road, Ostend, the group’s ability to undertake all current and future activities for the community will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcomes.

66. The new lease affords the group’s security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the asset regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

67. If the local board resolves to the grant the proposed new community lease, staff will work with the Catherine Mitchell Arts Centre Incorporated to finalise a lease agreement in accordance with the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	CMAC Site Plan	25
b ⇩	CMAC - Community outcomes plan	27

Ngā kaihaina

Signatories

Author

Randy Jiang - Community Lease Specialist

Authorisers

Janine Geddes - Acting Local Area Manager

Taryn Crewe - General Manager Parks and Community Facilities

Waiheke Local Board

27 August 2025

Waiheke Island Pony Club Incorporated new short-term lease at Te Huruhi Bay Reserve, Waiheke Island

File No.: CP2025/09614

Te take mō te pūrongo

Purpose of the report

1. To seek approval from the Waiheke Local Board to grant a new short-term community lease to Waiheke Island Pony Club Incorporated for the land at Te Huruhi Bay Reserve located at
51 Tahatai Road, Oneroa.

Whakarāpopototanga matua

Executive summary

2. Waiheke Island Pony Club Incorporated (WIPC or ‘the club’) seeks a new community lease to continue occupation and operation from a group-owned building at Te Huruhi Bay Reserve, 51 Tahatai Road, Waiheke Island.

3. The club’s current lease with the council commenced on 1 April 2003 for a tenure of five years with two right of renewal terms of five years. The lease reached final expiry on 31 March 2018 and has been holding over on a month-to-month basis on its existing terms and conditions until terminated or a new lease is granted.

4. The Waiheke Island Pony Club Incorporated has formally applied to the council for a new lease. The club has a strong committee and sufficient funds to meet its liabilities, and it is managed appropriately. The club meets the criteria for community occupancy including holding all necessary insurance cover.

5. The Waiheke Island Local Board decided not to grant leases to groups deemed occupying significant areas of land until after the formal adoption of the Waiheke Island Local Parks Management Plan. The local board adopted the plan at its business meeting on 26 July 2023 (resolution number WHK/2023/94).

6. The new lease is included in the Customer and Community Services, Parks and Community Facilities, Community Leases Work Programme 2025/2026 as an upcoming item for decision which was approved by the local board at its business meeting of 26 June 2024 (resolution number WHK/2024/53). Following the club’s deputation on 22 May 2024, local board requested staff to accelerate this lease item (resolution number WHK/2024/33)

7. The subject land at Te Huruhi Bay Reserve is classified as a recreation reserve under the Reserves Act 1977 and is therefore subject to the provisions of the Act. The Waiheke Local Parks Management Plan 2023 (WLPMP or ‘the plan’) recognises the operations of the club on the reserve and the potential for this to be supported through a short-term lease. The Property Law Act 2007 defines a short-term lease as:

a) a lease for a term of 1 year or less; or

b) a periodic tenancy for periods of 1 year or less; or

c) a statutory tenancy

8. The proposed grant of a short-term lease was in recognition of the competing aspirations of the marae and the club for use of Te Huruhi Bay Reserve. The plan requires the local board to “work with lessees and across the council and the community to thoroughly investigate the aspirations of both the marae and pony club” (Management Intention 3). The plan also notes that any proposed significant changes to the use of the land would be publicly consulted upon through a variation to the plan, as required by law (Management Issues, paragraph 5.).

9. During the development of the plan, public notification and mana whenua engagement was carried out. As public engagement was done during the development of the now adopted WLPMP, the Reserves Act does not require further public notification on the lease, given it is in conformity and contemplated by the approved plan (Reserves Act section 54 (2A)).

10. To ensure all relevant considerations are put before the local board for its decision on the granting of a short-term lease to the club, particularly the Reserves Act requirement to give effect to the principles of the Treaty, council staff sought feedback from Ngāti Pāoa Iwi Trust on the proposed grant of the short-term lease. An email was sent to Ngāti Pāoa Iwi Trust on 11 February 2025 and feedback was received from the iwi on 13 February 2025. The feedback from Ngāti Pāoa Iwi Trust did not support the initially proposed approach and the iwi also expressed its interest to work together with Piritahi Marae. A follow up phone call and meeting was held with the iwi on 7 and 10 April to obtain further information on the position of Ngāti Pāoa Iwi Trust regarding the proposed grant of a short-term lease.

11. In accordance with Auckland Council’s Community Occupancy Guidelines 2012 (updated July 2023) groups that own their own buildings have an automatic right to re-apply at the end of their occupancy. The current building and improvements are owned by the club who have applied for a new lease.

12. This report recommends the local board grant the club a new community lease for part of the land at Te Huruhi Bay Reserve, for a periodic tenancy for a period of 1 year to ensure alignment with the Property Law Act 2007 and the WLPMP. The lease would provide that the tenancy can only be terminated on at least 12 months’ notice by either party, with such notice to expire at the end of the tenancy year. This period of time provides the club with a reasonable amount of time to relocate its buildings and transition out of the site.

13. If the local board grants the lease, staff will work with the club to finalise the lease agreement.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) grant Waiheke Island Pony Club Incorporated under section 54(1)(b) of the Reserves Act 1977, a lease for 6.2391 hectares (more or less) of reserve land at Te Huruhi Bay Reserve, 51 Tahatai Road, Oneroa, legally described as Part Lot 2 DP 45886 (Attachment A to the agenda report), subject to the following terms and conditions.

i) term – a periodic tenancy of one (1) year commencing 1 September 2025

ii) termination – at least 12 months’ notice to be given in alignment with the end of the tenancy year.

iii) rent – $1300 plus GST per annum

b) whakaae / approve all other terms and conditions in accordance with the Reserves Act 1977, the Auckland Council Community Occupancy Guidelines 2012 (updated July 2023) and the Auckland Council standard form community lease agreement.

Horopaki

Context

14. Local boards have the allocated authority relating to local parks, including community leasing matters.

15. The Waiheke Local Board approved the Customer and Community Services: Community Leases work programme 2025-2026 at their local board meeting on 26 June 2024 (resolution number WHK/2024/53). Following the club’s deputation on 22 May 2024, the local board requested staff to accelerate this lease item (resolution number WHK/2024/33)

16. The club has occupied areas of land located at Te Huruhi Bay Reserve, by way of a lease entered with the former Auckland City Council. The lease commenced 1 April 2003 for a tenure of five (5) years with two rights of renewal terms of five (5) years which reached final expiry on 31 March 2018. The lease has been holding over on a month-to-month basis on its existing terms and conditions since 31 March 2018.

17. The club has formally applied to the council for a new lease.

18. The club applied for a landowner approval to reconstruct its buildings following the devastating fire that burned down the club’s buildings and improvements in February 2024. In considering the landowner approval, the Waiheke Local Board requested staff to expedite the club’s new lease.

Land, buildings and lease

19. The land at Te Huruhi Bay Reserve, Waiheke occupied by the club is located approximately 500 metres south from the Oneroa town centre at 51 Tahatai Road, Waiheke (figure 1). The reserve land is legally described as Pt Lot 2 DP 45886 comprised in Record of Title NA1588/52. It is owned by Auckland Council as a classified recreation reserve, subject to the Reserves Act 1977. The land classification legally supports a lease for the equestrian activities.

20. Waiheke Island Pony Club and Piritahi Marae both hold community ground leases at Te Huruhi Bay Reserve (figure 2). Piritahi Marae is located on a separate area of the reserve from the club legally described as SEC 1 SO 422102.

21. The Waiheke Local Board adopted the Waiheke Local Parks Management Plan on 26 July 2023. This plan provides a policy framework that guides decision-making for parks in the WLB area over 10 years.

22. The WLPMP acknowledges WIPC and Piratahi Marae as leaseholders with an identified interest in maximising the use of their current lease footprints at Te Huruhi Bay Reserve. The plan also acknowledges WIPC’s aspirations and development plans in the longer term and the marae’s aspirations to expand its footprint.

23. The WLPMP’s management objectives include providing for the ongoing operation of the marae on the park, the operation of the pony club on the park through a short-term lease and for the Waiheke Local Board to work with lessees and across the council and the community to thoroughly investigate the aspirations of both the marae and pony club. It is noted any proposed future significant changes to the use of the Te Huruhi Bay Reserve would be publicly consulted upon through a variation to the plan.

A map of a city

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Figure 1: Extent of Te Huruhi Bay Reserve

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Figure 2: Lease areas at Te Huruhi Bay Reserve

24. Waiheke Island Pony Club Incorporated holds a community lease for group-owned building on the council-owned land situated at Te Huruhi Bay Reserve.

25. For a group-owned building, all operational and maintenance costs are borne by the lessee.

26. The landowner approval application was presented by land advisory on 28 August 2024 (resolution number WHK/2024/87). Since then, the club has been actively working on its recovery plan from the devastating fire that occurred on 10 February.

Waiheke Island Pony Club Incorporated

27. The club was established in 1973 and became incorporated under the Incorporated Societies Act 1908 on 21 February 1987. The Waiheke Island Pony Club’s purpose is to make internationally recognized equestrian knowledge and skills available for people to connect, interact and experience the equestrian community in a natural environment.

28. It is the only pony club on Waiheke Island, with over 100 riding members comprising children, youth and adult riding groups. The club has also exceeded 10,000 volunteer hours to develop and maintain the reserve.

29. The club is affiliated to the equestrian national body, The New Zealand Pony Clubs Association Incorporated (NZPCA), and their vision is to develop, promote, govern and lead the best youth equestrian training/ coaching organization in New Zealand

30. The New Zealand Pony Clubs Association Inc mission is:

· to encourage young people to ride and enjoy all kinds of sports connected with riding; to provide instruction on riding and pony/horse management

· to promote the highest ideals of behaviour, sportsmanship, citizenship and loyalty, to create strength of character and self-discipline.

31. The club provides services such as horse riding, coaching, access to auxiliary equine services, and also serves as a community hub as there is a public walkway.

32. The club has provided financial accounts which indicate that its funds are sufficient to meet its liabilities and are being managed appropriately. The club has all necessary insurance cover, including public liability insurance in place.

33. The club’s current community lease with the council commenced on 1 April 2003 and reached final expiry on the 31 March 2018. The lease is holding over on a month-by-month basis on the same terms and conditions until terminated or a new lease is formalised.

Tātaritanga me ngā tohutohu

Analysis and advice

Assessment of the application

34. The club has submitted a comprehensive application supporting the new lease request and is able to demonstrate its ability to manage and maintain its improvements. Staff undertook a site visit on 30 October 2024.

35. The following table contains brief details on the club’s latest financials including its required affiliation fees payable to NZPCA.

Table 1: Financials

Income for the financial year ended 31 March 2024

Operating Expenditure

Affiliation fees (levies)

Income less expenses

$36,992.48

$9,683.65

$2840.00

$3051.93

36. The club has provided financials which show that accounting records are being kept, funds are being managed appropriately and there are sufficient funds to meet liabilities. Over 60% of the club’s operating expenses went towards maintaining its assets, and the group has spent over $18,000 on public fundraising, reinvesting its money back into its community and animals

37. The club has all necessary insurance cover, including public liability insurance, in place. The group’s insurance coverage demonstrated its value following the devastating fire. The insurance payout was critical to fund the works that were outlined in its landowner application. This shows the group was well prepared for any risks and is capable of being responsible for managing the land it occupies.

38. The club has currently invested approximately $80,000 through fundraising efforts, sponsors, club money, insurance and cash reserves to complete its rebuild and upgrades. These works include reinstating its club rooms, tack shed, replacement of the water tanks and relocating its hay shed.

39. The club’s membership fee for the 2024 season is as follows:

· Riders under 18 years $185.00

· Riders over 18 years $125.00

· Casual customers $20.00 ground fee per use.

40. The club caters for members from six years of age to mature adults. It runs a ‘riders without horses’ which is a four-week course teaching its students horse management skills without the need for their own pony. This covers everything from grooming and health to basic dressage and jumping.

41. The club provides a valuable service to the local community by adhering to local board plans and objectives to promote a community centric space. Youth objectives are achieved by providing youth accessible and professional training and competition programs to promote health and wellbeing. The club also aspires to establish a programme for the disabled community to benefit from the equine assisted therapy.

42. The club has held a significance presence within the community and has been a part of the Waiheke community for 50 years.

43. Waiheke Island Pony Club Incorporated have a structured programme that enables riders and coaches to achieve various qualifications and certificates through different pathways

44. A community outcomes plan will be negotiated with the Waiheke Island Pony Club Incorporated to identify the benefits it will provide to the community. This will be attached as a schedule to the lease agreement.

Auckland Equestrian Facility Plan

45. In 2012, the council requested a high-level needs analysis be undertaken on equestrian facilities in Tāmaki Makaurau (Auckland) and to work with the equestrian sport sector to identify their priorities for future facility provision. Pony clubs were in scope as part of this analysis.

46. The 2012 review of the provision for facilities and participation levels combined with information gathered as part of the equestrian sector workshops indicated as follows:

· pony clubs will cater for localized use and entry level participation

· there is capacity for increased and wider use of some pony clubs with greater investment into all-weather surfaces, arena, parking, surrounds and open level cross-country courses reducing the need to provide and maintain these facilities at all pony clubs

· security of tenure is an issue for the network.

47. In 2014, the Equestrian Sports NZ, the New Zealand Pony Club Association, Auckland Polo and Counties Manukau Polo Crosse engaged the Morvern Group to undertake a detailed assessment of the future facility requirements for their codes in Tāmaki Makaurau.

48. In October 2014 the Auckland Equestrian Facilities Plan prepared by the Morvern Group Limited, was published. The plan identified the facilities required for various equestrian codes, including the New Zealand Pony Club Association, for the following 10 years.

49. With respect to the needs of pony clubs, relevant findings within the plan recorded under ‘Priority: secure, maintain and invest in existing network to maximise use’, included:

· “Work with Auckland Council to secure lease arrangements for pony clubs where there are none or they are due for renewal. Ensure new leases identify land area available (i.e. site plan) for pony club use and grazing access”.

Options Analysis

50. Staff have identified and assessed a range of options. The following table outlines feasible options, along with an assessment of the advantages, disadvantages and associated risks. Staff recommend option A, Grant a periodic one-year lease plus twelve months’ notice to terminate as the preferred approach.

Option	Description	Advantages/Disadvantages and any Risks	Recommendation
a) Grant a periodic one-year lease + twelve months’ notice to terminate	Grant a new short-term periodic tenancy for a term of one year. A periodic tenancy automatically renews each year until terminated by either party. The lease would include a provision that provides that either party may terminate by giving not less than 12 months’ notice to vacate in accordance with the end of the tenancy year.	· Aligns with the management plan intention to grant the pony club a short-term lease · Accords with the definition of a short-term lease as defined under the Property Law Act 2007 · Provides the club with more certainty than the status quo allowing it to continue to deliver services to the community · Enables Council to continue to progress management intention 3 in the WLPMP · The 12 months’ notice period gives the club a reasonable timeframe to explore and secure alternative premises if required	Staff recommend this option
b) Not grant a new lease and maintain the status quo	This allows the club to continue to occupy the land under the existing lease on a month-to-month basis	· No security of tenure to the club and it limits its ability to plan for investment, programming or relocation · This is not consistent with the WLPMP · A months’ notice period would not provide the club with adequate time to relocate or wind down operations increasing the disruption to community services	Staff do not recommend this option
c) Not grant a new lease and terminate the existing lease	This would formally end the club’s occupation of the land and would require the club to vacate the site.	· The club has been a part of the Waiheke community for over 50 years and would result in the loss of a community benefit and service · The club currently has no alternative location, meaning this option would likely result in a complete cessation of its operations	Staff do not recommend this option

Recommended term of tenure

51. Under the Community Occupancy Guidelines 2012 (updated July 2023), groups that own their own buildings have an automatic to re‑apply for a new lease at the end of their occupancy term. Waiheke Island Pony Club Incorporated is exercising this right by applying for a new lease. It is important to note that this provision reflects an ability under the guidelines to apply for a new lease and does not constitute a legal entitlement securing a new lease.

52. The standard term of tenure for a ground lease is an initial term of 10 years with one right of renewal for 10 years in the Community Occupancy Guidelines. The guidelines acknowledge that the terms are indicative only and that the local board can, at its discretion, vary the term.

53. As noted in paragraph 22, the Waiheke Local Parks Management Plan provides the policy framework and guides decision-making for parks including Te Huruhi Bay Reserve. The Waiheke Local Parks Management Plan 2023 (the applicable reserve management plan for Te Huruhi Bay Reserve) includes a management intention to recognise the operation of the pony club on the park through a short-term lease. It is noted that the Property Law Act 2007 (sections 4 and 207) defines a “short-term lease” as a lease for a term of one year or less, or a periodic tenancy for periods of one year or less, or a statutory tenancy (a lease terminable at will).

54. The reserve management plan indicates that the reason for proposing a short-term lease is a management intention supporting future uses through engagement with lessees in conjunction with the community to identify these aspirations. Consequently, a short-term lease preserves the existing uses while allowing council and the community to develop and identify longer term uses and community benefits. Stating that the local board will work with lessees and across the council and the community to thoroughly investigate the aspirations of both the marae and the pony club. The local board as the administering body of the reserve, must comply with applicable reserve management plan for a reserve (Reserves Act section 41(11)).

55. Consequently, while the standard term for a ground lease under the Community Occupancy Guidelines is 10 years with one 10 year right of renewal, the management plan intentions prevail and under section 41(11) of the Reserves Act, the local board (as the administering body of the reserve) must comply with the reserve management plan. Therefore, in accordance with the Property Law Act definition of a short-term lease, staff must recommend a periodic term of one (1) year with the inclusion of a provision that provides that either party may terminate by giving not less than 12 months’ notice at any time, and such notice to expire at the end of the tenancy year.

56. Due to the nature of the activity and presence of buildings, improvements and equipment, and animal welfare, a longer transition window is required where the use and occupancy is discontinued. As such a 12-month notice period is intended to be included into the agreement to support this. The relocation of the ponies and horses considers environmental factors, well-being, and grazing. Therefore, a 12-month notice to vacate provides the club a reasonable amount of time to relocate its buildings and animals.

Tauākī whakaaweawe āhuarangi

Climate impact statement

57. To improve environmental outcomes and mitigate climate change impacts, the council advocates that the lease holder:

· use sustainable waste, energy and water efficiency systems

use eco labelled products and services

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

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

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

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

59. Climate change has minimal potential to impact the lease, as a small part of the leased area has exposure to the following potential climate change hazards identified on Auckland Council’s Hazard Viewer (attachment B):

· Sea level rise

· Coastal inundation

· Flooding (floodplains)

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

60. The following teams have provided input in preparation of this report.

· Parks and Places Specialist

· Sport and Recreation Lead

· Connected Communities.

· Māori Outcomes

· Facilities Manager

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

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

Local impacts and local board views

62. The Customer and Community Services – Community lease work programme for financial year 2025/2026 which was approved by the local board at its business meeting of 26 June 2024 (resolution number WHK/2024/53) included a new lease for the club as an upcoming item for a decision of the Local Board.

63. Waiheke Local Board requested staff to accelerate the lease process (resolution number WHK/2024/33).

64. The assessment of the application was discussed with the local board at a workshop on 29 January 2025.

65. The subject land at Te Huruhi Bay Reserve is classified as a recreation reserve under the Reserves Act 1977 and is therefore subject to the provisions of the Act. The Waiheke Local Parks Management Plan, adopted by the local board in July 2023 (resolution number WHK/2023/94), includes a proposed short-term lease to the pony club, and the activities of the club are in alignment with the objectives set out in the plan.

66. In accordance with section 54(2A) of the Reserves Act 1977, public notification is not required as the proposal is in conformity with and contemplated by the approved management plan for the reserve (Management Intention 2).

67. The delivered activities align and support the Waiheke Local Board Plan 2023:

· Our People: Waiheke residents have a strong sense of identity, connectedness and wellbeing which is enhanced through active community participation.

· Our Facilities and Open Spaces: Our parks, reserves and beaches are enjoyed and respected by residents and visitors. Our community, arts and cultural facilities are well used and accessible.

Tauākī whakaaweawe Māori

Māori impact statement

68. Auckland Council is committed to meeting its responsibilities under Te Tiriti o Waitangi. These commitments are articulated in the council’s key strategic planning documents: the Auckland Plan, the Long-Term Plan 2024 - 2034, the Unitary Plan, Kia Ora Tāmaki Makaurau Māori Outcomes Performance Management Framework, and local board plans.

69. The relevant statutory Treaty of Waitangi / Te Tiriti o Waitangi obligations are important. The Reserves Act 1977 is one of the Acts in the First Schedule to the Conservation Act 1987. Section 4 of the Conservation Act contains an obligation to give effect to the principles of the Treaty of Waitangi / Te Tiriti o Waitangi.

70. As such, in performing functions and duties under the Reserves Act, decision-makers must also interpret the Reserves Act to give effect to the principles of Te Tiriti o Waitangi. Treaty obligations are overarching and not something to be considered or applied after all other matters are considered.

71. The decision maker needs to ensure it carefully considers the application of Treaty principles to its decision, as well as all other relevant considerations, such as the management intentions as set out in the reserve management plan.

72. Treaty principles likely to be relevant include the following:

· Partnership – the mutual duties to act towards each other reasonably and in good faith are the core of the Treaty partnership.

· Informed decision making – being well-informed of the mana whenua interests and views. Early consultation is a means to achieve informed decision-making.

· Active protection – this involves the active protection of Māori interests retained under te Tiriti / the Treaty. It includes the promise to protect rangatiratanga and taonga

73. Mana whenua engagement was undertaken during the development of the draft 2023 Waiheke Local Parks Management Plan.

74. Staff reengaged with the representative entity for Ngāti Pāoa (Ngāti Pāoa Iwi Trust) about the council’s intention to grant a new community lease for Waiheke Island Pony Club Incorporated at Te Huruhi Bay Reserve, 51 Tahatai Road, Waiheke Island in February 2025. The engagement from staff to the Iwi Trust was a notification which involved:

· an email to Ngāti Pāoa Iwi Trust as having customary interests in the area, containing detailed information on the land, the lessee, the initial lease proposal of a term of 5 years plus one five year right of renewal with a 12-month break clause.

75. Ngāti Pāoa Iwi Trust feedback about the initial proposed lease was that it did not support the grant of a 5-year lease with one five-year right of renewal. In its view, it did not consider this to be short term as indicated in the management plan. It referred to its aspirations for the reserve land and that it had agreed to work together with Piritahi Marae in pursuit of those aspirations.

76. Staff sought further information from Ngāti Pāoa Iwi Trust in a phone conversation on 7 April and a face-to-face meeting on 10 April. Ngāti Pāoa has expressed its customary associations with the land, including that an urupā where Ngāti Pāoa of the 19th century have been interred, is on neighboring land.

77. Ngāti Pāoa Iwi Trust expressed its wishes to enter into a long-term lease with Auckland Council to occupy part of the reserve that is not already leased to Piritahi Marae. Ngāti Pāoa Iwi Trust shared its long-term vision as part of its letter to the Chair of the Waiheke Local Board, dated 24 June 2025.

Ngā ritenga ā-pūtea

Financial implications

78. There is no direct cost to the council associated with the grant of a new lease and license. The club will continue to take responsibility for all operational and renewal costs involved with its dressage arena, clubrooms and associated improvements located on Te Huruhi Bay Reserve.

79. Should the local board discontinue the occupancy of the Waiheke Island Pony Club Incorporated, it will need to account for the ongoing operational expenses of the land.

80. The club recently applied for the Sport and Recreation Facilities Investment Fund 2025/2026. They were declined due to not meeting the tenancy requirements to become shortlisted. Although the group has an operative lease, the nature of a short-term lease makes it difficult for the group to secure funding that would go towards investing back into club and community.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

81. Should the local board resolve not to grant the proposed community lease to Waiheke Island Pony Club Incorporated at Te Huruhi Bay Reserve, 51 Tahatai Road, Oneroa, the group’s ability to undertake all current and future activities will be negatively impacted. This will have an adverse impact on the achievement of the desired local board plan outcome/s.

82. The new lease affords the groups security of tenure, enabling them to attend to the scheduled maintenance of the facility. Should the building remain unoccupied, there is a risk associated with the lack of maintenance and possible improvements. Council will be liable for the asset/s regardless of whether budget is allocated to or identified for renewals. The renewal of the building will also not appear in the annual work programme.

Ngā koringa ā-muri

Next steps

83. Contingent on the local board decision, staff will work with the Waiheke Island Pony Club Incorporated to finalise the occupancy in accordance with the decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Site plan - Te Huruhi Bay Reserve, 51 Tahatai Road, Waiheke Island	41
b ⇩	Auckland Council Hazard Viewer - Flood plains and coastal inundation	43

Ngā kaihaina

Signatories

Author

Randy Jiang - Community Lease Specialist

Authorisers

Janine Geddes - Acting Local Area Manager

Taryn Crewe - General Manager Parks and Community Facilities

Waiheke Local Board

27 August 2025

Onetangi Sports Park - Heliport

File No.: CP2025/16560

Te take mō te pūrongo

Purpose of the report

1. To seek a decision from the Waiheke Local Board on the preferred option for the location and operation of the heliport to provide primary emergency helicopter services on Waiheke.

Whakarāpopototanga matua

Executive summary

2. The Onetangi Sports Park helipad was investigated as an extension of project #16183 - Onetangi Sports Park - install lighting and upgrade to sand carpet on field 3 project.

3. The helipad currently provides the primary helicopter emergency medical services (HEMS), for Waiheke Island. Due to the high volume of flights the helipad was added to the New Zealand Aeronautical Information Publication (AIP) register of aerodromes and helipads in 2024. Under AIP requirements, the helipad must now be operated as a ‘heliport’.

4. Auckland Council is deemed the Heliport Operator under Part 139 of the CAA (Civil Aviation Authorities). Currently the helipad at Onetangi Sports Park does not meet the CAA and AIP standards.

5. In addition to non-compliance, the helipad presents serious health and safety concerns. Soccer goalposts are stored near the landing area obstructing helicopter access. This requires emergency crews to land on adjacent grass to manually clear these obstructions. Additionally, unrestricted public access during helicopter operations poses a serious risk to personnel and public.

6. Following investigation and consultation with aviation specialists and key stakeholders, three options were developed and presented to the local board on 12 February 2025 to address CAA expectations and ensure compliance with both the AIP and CAA Rule Part 139 requirements:

· Option 1 proposes to relocate the primary emergency helicopter services from the Onetangi Sports Park to a heliport at the Waiheke Aerodrome.

· Option 2 proposes to decommission the existing helipad at Onetangi Sports Park, investigate and identify a new location for a heliport in consultation with the local board, whilst applying interim safety measures.

· Option 3 proposes to install fencing around the existing helipad at Onetangi Sports Parksite, managing the identified site constraints.

7. The heliport project is not funded or included in the local board’s approved work programme. Staff recommend option 1 as the preferred solution, however the local board have indicated their preference for option 3.

8. Staff now seek a decision from the local board.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) whakaae / approve option 1 - relocate the primary emergency helicopter services from Onetangi Sports Park to Waiheke Aerodrome.

b) whakaae / approve that the existing helipad at Onetangi Sports Park is retained to provide secondary helicopter emergency support for Waiheke.

c) tuhi / note that the local board may consider providing financial assistance to the Waiheke Aerodrome to support the use of their facilities for emergency helicopter services.

Horopaki

Context

9. The Onetangi Sports Park helipad was investigated is as an extension of project 16183 - Onetangi Sports Park - install lighting and upgrade to sand carpet on field 3 project due to the implications on the scope of the project, resolution WHK/2020/127 PAC/2020/42. The location and operation of the helipad to provide primary emergency helicopter services on Waiheke is currently not an approved project in the Waiheke Local Board work programme and no funding has been allocated.

10. The Onetangi Sports Park helipad was established in 2013 by way of a license to occupy a recreation reserve and currently provides the primary helicopter emergency medical services (HEMS), for Waiheke Island.

11. Due to the high volume of flights to this helipad (approximately 200 flights a year), the helipad was added to the New Zealand Aeronautical Information Publication (AIP) register of aerodromes and helipads in 2024. Under AIP requirements, the helipad must be operated as a ‘heliport’.

12. Auckland Council is deemed the Heliport Operator under Part 139 of the CAA (Civil Aviation Authorities). The current site at Onetangi Sports Park does not comply with Rule 139.69 of the CAA, presenting safety risks to the public and emergency personnel, therefore currently Auckland Council does not meet the CAA expectations.

13. In addition to not meeting the CAA and AIP requirements, a significant health and safety risk was identified. Soccer goalposts are occasionally stored too close to the helipad obstructing helicopter access. This forces the emergency team to land on the grass and to manually relocate the goalposts.

14. Furthermore, the lack of physical barriers poses a serious safety risk and allows anyone the ability to walk up to the helicopter while blades are spinning.

15. Following investigation and consultation with aviation specialists and key internal and external stakeholders, options were developed to address CAA expectations and ensure compliance with both the AIP and CAA Rule Part 139 requirements.

16. Three options were presented to the local board at a workshop on 12 February 2025 to address safety and compliance requirements at the Onetangi Sports Park heliport. Each option considers mitigating the identified safety risks, addressing the compliance requirements, considering operational needs, future development plans and value for money, while maintaining the emergency helicopter services.

17. Option 1 - proposes to relocate primary emergency helicopter services from Onetangi Sports Park to the Waiheke Aerodrome. This will reduce the number of flights to the sports park helipad and therefore safety fences will not be required, and the helipad can be retained as a support/secondary location. To manage the operational risk, flights to Onetangi Sports Park would also be restricted during sporting events or other high-risk periods.

18. Option 2 - proposes removing the existing heliport and identifying a new location in consultation with the local board, with interim safety measures implemented at the existing Onetangi Sports Park heliport. Under CAA rules, helicopters may land in any reserve when responding to emergencies.

19. Option 3 - involves installing fencing around the existing helipad at Onetangi Sports Park to meet CAA safety standards.

20. For option 3 site constraints were identified in the investigation process, namely embankments and limited access. These constraints would need to be addressed before fencing can be installed.

21. The location and operation of the heliport to provide primary emergency helicopter services on Waiheke is currently not an approved project in the Waiheke Local Board work programme and no funding has been allocated.

22. Staff recommend option 1 as this will ensure Auckland Council compliance with CAA health, safety and operational requirements. This option will enable primary emergency helicopter services for Waiheke to remain effective and require minimal local board budget expenditure while retaining a support/secondary helipad at Onetangi Sports Park.

Tātaritanga me ngā tohutohu

Analysis and advice

23. The location of the helipad within Onetangi Sports Park presents both advantages and limitations. While the open space supports helicopter operations, site constraints identified namely the embankments, pedestrian access, mower access for operational use, tracks and future development plans limit the feasibility of the identified upgrades in Option 3. (Refer to Attachment A: Location Plan of the Asset.)

24. At present, there is no dedicated project allocated to the Onetangi Sports Park helipad. Future project planning and resource allocation will need to be considered following the final direction provided by the local board.

25. Consultation with aviation specialists and Auckland Council specialists has informed us of the development of the three identified options.

26. Specialist advice supports investigating the use of Waiheke Aerodrome for emergency helicopter services.

27. Key considerations include:

· the access road to the aerodrome has been upgraded and is now suitable for ambulance access

· the aerodrome is located approximately 2km further away from the medical centre in comparison to the Onetangi Sports Park helipad

· the aerodrome has consent for limited nighttime operations

· the existing Onetangi helipad is unlit and may need relocation due to future development

· weather conditions vary between sites (Waiheke Aerodrome and the Onetangi Sport Park helipad.

28. When Onetangi Sports Park is affected by fog and becomes unavailable, Waiheke Aerodrome is often clear and operational. In contrast, when cloud cover renders Waiheke Aerodrome unusable, Onetangi is frequently clear.

29. Given the operational and weather-related constraints, it is advisable to retain Onetangi as a secondary site to ensure continuity of emergency helicopter services.

Options assessment

30. Staff have identified the following options and considerations:

Options

Risks

and Implementation

CAPEX

(preliminary estimate only)

Annual maintenance costs

(preliminary estimate only)

Comments

Option 1

retain existing helipad at Onetangi Sports Park and relocate emergency services to Waiheke Aerodrome

recommended

Risk mitigation measures could be implemented without fencing the helipad if primary emergency services are relocated, this includes:

Installation of appropriate safety signage

Restricted use during sports events or other high-risk periods

Minor improvements would be required at the Waiheke Aerodrome.

$80,000 to $150,000

(preliminary estimate only)

$5,000

(preliminary estimate only)

Primary emergency helicopter services would be relocated to the Waiheke Aerodrome.

Onetangi Sports Park helipad would be retained as a support/secondary location for alternative use.

Airfield fees would apply to Northern Rescue Helicopter Trust (NRHT) for operations at the aerodrome.

Key considerations:

· minimal disruption to public access to the sports park.

· access road to the aerodrome has been upgraded and is now suitable for ambulance access

· aerodrome is located approximately 2 km further away from the medical centre in comparison to the Onetangi Sport Park helipad

· aerodrome has consent for limited nighttime operations

· existing Onetangi pad is unlit and may need relocation due to future development

· weather conditions vary between sites (Waiheke Aerodrome and the Onetangi Sport Park helipad. When Onetangi Sports Park is affected by fog and becomes unavailable, Waiheke Aerodrome is often clear and operational. In contrast, when cloud cover renders Waiheke Aerodrome unusable, Onetangi is frequently clear

Better Value Projects:

· cost effective solution

· solves the identified issue

· potential for standardised design

Option 2

removal and relocation of the helipad

The existing helipad would be decommissioned and relocated.

Temporary health and measures would be put in place at Onetangi Sports Park, until another suitable location is agreed.

$450,000 to $550,000

(preliminary estimate only)

$16,000

(preliminary estimate only)

Alternative locations would be investigated and collaboratively workshopped with the local board prior to confirming a new location.

Key considerations:

· new site needs to be identified

· safety measures need to be put in place, and maintained until a new location is identified and operational

· consultation required for new site location (local board/Iwi and public)

· higher costs

· longer timeframes

Better Value Projects:

· uncertainty regarding planning, consenting and the design

· cost intensive

Option 3 installation of fencing at Onetangi Sports Park helipad

Fencing will be installed at the current site to ensure safety compliance (Attachment A: location plan of the asset)

Site constraints and physical works may disrupt public use of the sports park.

$750,000

(preliminary estimate only)

$20,750

Further investigations may explore alternative layouts to better meet the identified requirements of managing the safety risks, compliance and operational needs supporting future development. Any changes will be considered in consultation with the local board

Key considerations:

· aim of this option is to make the existing site compliant to the CAA rules identified

· significant site constraints identified

· public use may be disrupted during physical works

· higher costs

· further investigation required

Better Value Projects:

· solves a part of the identified problem

· standardised designs can’t be used as we need to customise to fit site constraints

· highest cost

· future proofing is not guaranteed as we may require future upgrades or relocation

Recommended option

31. Staff recommend option 1: retain existing helipad and relocate services to Waiheke Aerodrome. This option will address the following:

· Regulatory compliance: minimal upgrades required to ensure compliance

· Safety: risks at Onetangi Sports Park can be effectively mitigated through the installation of signage and restricted use during high-risk periods if flights are diverted to the Waiheke Aerodrome

· Cost-effectiveness: minimal investment required when compared to the other two options

· Operational continuity: maintains emergency service capability

· Flexibility: the helipad at Onetangi Sports Park remains available when the aerodrome is inaccessible due to weather conditions

· Value for money: we can achieve compliance and maintain emergency services at the lowest cost, impact and with the least complexity

32. It is recommended that staff proceed with option 1 to allow the project to progress

Tauākī whakaaweawe āhuarangi

Climate impact statement

33. 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.

34. 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 far as possible when delivering the project.

35. 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

36. Council staff from within the Community directorate (Parks and Community Facilities operational management and maintenance, Plans and Places and Property – Land Advisory and Leasing), have been consulted. Their feedback has been incorporated as part of the investigation process.

37. Collaboration with staff will be ongoing to ensure that the required works are appropriately integrated 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

38. The Onetangi Sports Park helipad provides the primary helicopter emergency medical services (HEMS), for Waiheke Island with approximately 200 flights a year. Currently this helipad does not meet the CAA rule (139.69), which focuses on public safety. This must be addressed to protect the public and emergency responders.

39. The local board places high importance on maintaining emergency service access, recognising that every minute is critical in an emergency response. The local board have expressed a preference for option 3, which involves installing fencing at the current helipad site to meet Civil Aviation Authority (CAA) safety standards.

40. The helipad is located within a recreation reserve. Changes to this site location such as the installation of safety fencing will impact public access, the use of the sports fields as well as maintenance operations. The site constraints identified (embankments, restricted access, drop-offs), all complicate the option to install fencing, which will impact the use and maintenance of this space.

41. The relocation of the primary helicopter emergency service to Waiheke Aerodrome will address the health and safety issues identified and help ensure reduced interruptions to sports activities, while meeting the objectives identified within the reserve management plan.

Tauākī whakaaweawe Māori

Māori impact statement

42. 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.

43. Where aspects or works are anticipated to have an impact on activities of importance to Māori, then appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

44. Staff have investigated the estimated costs of the three options presented below in Table 2.

45. The local board has included this project (option 3) in their Fix and Finish application; however, funding is contestable. The Fix and Finish funds are allocated from the anticipated returns of the Auckland Future Fund.

46. If Option 1 is pursued, the local board may consider using a grant to support this option.

47. Option 2 would require funding through the local board’s capital expenditure budget.

Table 1 - Financial assessment for the Onetangi Sport Park helipad

Option 1:

Retain existing helipad and relocate services

Option 2:

Removal and re-location

Option 3:

Installation of safety fencing

(making asset compliant - working with identified site constraints)

Implementation cost

$80,000 to $150,000

(preliminary estimate only)

$450,000 to $550,000

(preliminary estimate only)

$750,000

(preliminary estimate only)

Annual maintenance costs

$5,000

(preliminary estimate only)

$16,000

(preliminary estimate only)

$20,750

(preliminary estimate only)

48. High level indicative cost estimate for the construction of each option is included in the options assessment. The estimated cost for the recommended option (option 1) is $150,000.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

49. Though there is a resource consent for option 3, it currently does not meet compliant standards, and a new consent would need to be submitted for fencing and lighting. A new application would be required for option 2 and possibly option 1. The preparation and processing of this consent may have an impact on the timeframe for construction of the asset.

50. Additional engagement with external stakeholders, iwi and the community will be undertaken as part of the resource consenting phase. There is a risk that individuals within the community may not be in support of the recommended option. This may delay the project and result in additional costs through the resource consent and engagement stages.

51. The following risks and mitigations have been considered:

Risks identified	Mitigation
Timeframe
Resource consent (Option 1 and 2)	Preparation and processing of the consent may have an impact on the timeframe for construction. Staff will endeavour to meet the deadlines.
Health & safety
Public are exposed to unsafe conditions	Option 1: Signage and restricted use during high-risk periods (only if Onetangi Sports Park are used as the secondary/backup location) reducing frequency of the risk exposure. Option 2: While a new site is being investigated, Onetangi helipad will need to be retained with interim safety measures until the new site is developed. Option 3: Temporary safety measures will need to be put in place prior and during construction works for the fencing.
Budget
Budget is not adequate	Currently there is no project with an allocated budget for the Onetangi Sports Park helipad project. Depending on which option we pursue, we need to ensure we have an adequate budget for design, consent and construction.

Ngā koringa ā-muri

Next steps

52. The table 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 designer, the resource consent process has the potential to delay completion of the project beyond the identified timeframe.

Table 2: Project phasing and timelines

Project phase	Option 1:	Option 2:	Option 3:
Strategic Assessment	1-2 months (if required)	1-4 months	1-2 months
Project Initiation	1-2 months	3-4 months	1-2 months
Planning	2-3 months	3-6 months 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.	3-5 months Detailed design Once the concept design option is approved by the local board, the development of the detailed design can be progressed. Collaboration with iwi will be undertaken a part of this phase.
Delivery	1-2 months	2-5 months The tender will be submitted to a suitable contractor as per the procurement guidelines.	2-5 months The tender will be submitted to a suitable contractor as per the procurement guidelines.
Close	1-2 months	2-3 months	3-4 months

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Location plan of the Onetangi Sports Park helipad and fencing requirements	55
b ⇩	Options assessment for the Onetangi Sports Park helipad	57

Ngā kaihaina

Signatories

Author

Jenean de Bruin - Project Manager (Ops)

Authorisers

Janine Geddes - Acting Local Area Manager

Taryn Crewe - General Manager Parks and Community Facilities

No.	Title	Page
a ⇩	Waiheke Destination Management Plan approval for engagement	61

Waiheke Local Board

27 August 2025

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

File No.: CP2025/16866

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. This report provides an integrated view of performance for the Waiheke 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 Waiheke Local Board Plan outcomes.

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

4. No activities have an Amber RAG status (activities that were expected to be completed this financial year which have been delay until the first quarter in 2025/2026, activities that have not progressed as expected, or activities that are on hold).

5. Four activities have a Red RAG status (activities that were not delivered, activities that were expected to be completed this year which delayed until after the first quarter in 2025/2026, activities that are significantly delayed, or activities that are on hold with significant issues).

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

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

· Renewal and development of public toilet facilities across Waiheke Island was completed in April 2025.

· EcoFest, Neighbours Day, Waiheke Walking Festival, Matariki Morning and other community events were all successful and well attended by community members.

· By the end of this financial year, construction and demolition materials accounted for 23.8% of all waste on the island diverted from landfill, due to the Construction Waste Reduction Programme.

· 18 community workshops were held by the Waiheke Island Water Quality Project.

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

· Swimming pool development (2822) Continues to remain on hold awaiting progression of the swimming pool investigations. No funding was allocated in FY25, FY24 funding continues to be carried forward.

· Putaki Bay and Ostend Domain – renew coastal assets (4475) - The current scope of the project, with highly localised and limited regional benefit, combined with high physical works costs, cannot continue to be funded by the Regional Coastal Renewals Programme. A new funding pathway has not yet been recommended to members.

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

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

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

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

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

Horopaki

Context

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

· Customer and Community Services

· Infrastructure and Environmental Services

· Auckland Emergency Management

· Local Governance

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

Graph 1: Work programme activities by outcome

A graph of activities and numbers

AI-generated content may be incorrect.

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

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

Graph 2: Work programme performance by RAG status

A green circle with a red triangle and a red triangle

AI-generated content may be incorrect.

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

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

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

14. The graph below shows the stage of the activities in each departments’ work programmes. The number of activity lines differ by department as approved in the local board work programmes.

Graph 3: Work programme performance by activity status and department

Key activity updates from quarter four

Local Board Plan Outcome: Our People

15. Community leadership and collaboration Waiheke (418) Waiheke Health Trust has begun work on developing its new website incorporating WAIHub, a virtual hub for people with disabilities. The trust has completed a website brief, incorporating staff and patient input, and the WHT occupational therapist is planning content for WAIHub. The website design will be completed in the next quarter.

16. Build Capacity: Community-led housing initiatives (419) During Q4, Waiheke Community Housing Trust has: worked on submissions to central government consultations, including "Going for Housing Growth" and the "RMA National Direction Consultation", as well as the Waiheke Local Board Housing Strategy; continued ongoing research into Visitor Accommodation Units and their conversion into minor dwellings including discussions with Auckland Council planning staff, and systematized data collection about Long-Term Rentals and Short-Term Rentals on the island; expanded the "Housing on Island" group to include more community partners and to work more closely with Kainga Ora; explored options for bringing the bringing the poorly performing Kainga Ora housing on Belgium St into community ownership and operation. A workshop with the local board is planned for Q1.

17. Māori Responsiveness (420) Piritahi Marae ran a series of succession planning wānanga, focusing on taonga tuku iho such as karanga, whaikōrero, waiata, and tikanga. These wānanga uplifted whānau and built confidence in community members stepping into cultural roles. The afternoon sessions, noho marae, and regular practice wānanga deepened connections, strengthened the paepae, and provided a safe space for learning.

18. Operational grant for Waiheke Community Art Gallery (412) A total of 34 programmes to 6870 participants in Q4. An enthusiastic response to the theme ‘Motu’ for The Members Show 2025 with over 70 artists submitting works. The exhibition opened in conjunction with a Matariki exhibition Matariki ki te Wai developed in partnership with Oyster & Moon. The gallery hosted a Sunday Soiree and associated exhibition which gathered around 90 artists and attendees. It garnered positive feedback from artists and visitors resulting in a number of sales and commissions as well as active cultural engagement.

19. Operational grant for Artworks Theatre (414) Total of 42 programmes to 2530 participants. Artworks Theatre's annual Motu Matariki festival, attracted high community attendance and interest. The festival included 'A Matariki Morning', a walk, talk and breakfast that was enjoyed by over 100 people, 'Te Pō Kiriata' showcasing local Māori films, a Haka workshop teaching Māori haka and hongi to locals, Puna Mahara, a dance and film showcasing the wahi tapu sacred sites of Waiheke, and Did Māui Really Hit The Sun, a show for tamariki of all ages.

20. Youth Outcomes (4123) The Waiheke Rangatahi Rōpū has continued to meet regularly and to offer events targeting the island's youth. The aim of the rangatahi rōpū is to implement the findings and recommendations of the Waiheke Youth Needs Assessment. The group presented at a local board workshop and has completed a facilitated self-evaluation to provide reflection and evidence for the next stage of the project to be delivered in collaboration with Waiheke Adult Learning during FY26.

21. Waiheke Walking and Cycling Promotion (659) Waiheke Walking Festival was delivered 21 March to 6 April and offered 42 walks attended by over 1200 participants. The goal of the festival is to encourage both locals and visitors to enjoy the network of public tracks available across the island and also facilitates access to walks across private land not open to the public outside the festival. Walks are led by local guides and volunteers. Cycle Action Waiheke delivered Waiheke Bike Rave on Saturday 17 May. The event included a ride from Artworks Oneroa to Surfdale Hall. The fun event aims to raise awareness and participation of cycling on the island, including cycle maintenance and safety. It was attended by 148 riders of all ages including many families.

Local Board Plan Outcome: Our Environment

22. Conservation Advocate (675) The Waiheke Collective hosted hui in April and June. In April, the Environmental Services team presented on Giant Kōkopu, while the June hui featured a workshop led by Sandy Thompson from LEAD. The Responsible Pet Ownership subgroup is actively running its community education campaign—funded by the local board—which includes a short film, a social media campaign, and a presence at the Ostend Market’s 50th Anniversary.

23. Sustainable Community and Tourism (421) EcoFest 2025 was delivered during March and April. It offered local change-makers and community groups a chance to share their skills and ideas, champion our local environment and celebrate the importance of collaboration and steady incremental action to create collective change. EcoFest 2025 contributed to Māori outcomes by including events that shared and celebrated Māori cultural and environmental knowledge and traditional skills. There were 50 events offered by 29 hosts and attended by over 2770 people.

24. Waiheke Community Partnerships (Ratbusters) (588) Volunteers contributed a total of 238 hours to the Ratbusters project, with 35 volunteers taking part in this project. The next baiting pulse is scheduled for late July - the important pre-spring pulse. Contractors have been engaged to focus on some high value sites (Rangihoua) that volunteers haven't been able to focus on.

25. Waiheke Water Project (629) In the final quarter, four community engagement events, eight free collaborative sessions, and five workshops were delivered, including those on composting, septic strategies, and planting in septic fields.

26. Construction Waste Leadership (3039) From February to June 2025, Island Waste Collective (IWC) continued its active collaboration with construction and demolition teams across Waiheke Island, reinforcing waste minimisation practices and encouraging onsite reuse. A noticeable behavioural shift was observed, with many builders repurposing timber offcuts as nogs, packers, or temporary structures, and storing surplus materials for future builds. This led to a visible reduction in the volume of reusable items reaching the Waiheke Community Resource Recovery Park (WCRRP), indicating improved material efficiency and adoption of circular principles. In some cases, builders offered quality excess materials directly to clients onsite, further reducing unnecessary disposal and supporting sustainable construction outcomes.

27. Climate Action Activator (626) During this quarter, the Waiheke Climate Activator progressed their workplan as guided by the Local Climate Action Plan. They facilitated an Electrify Waiheke hui attended by 22 people, with new working groups formed with the mission of seeing 150 homes, 100 cars, and five public facilities electrified on Waiheke. A Climate Fresk workshop was also supported at Waiheke Adult Learning. The activator supported Piritahi Marae with a successful application for resilience funding for emergency equipment, and Waiheke Resources Trust also received regional climate funding to support Electrify Waiheke.

28. The Waiheke Marine Education Initiative (624) Fossil Bay School enhanced Owhenake Bay by planting 30 wetland plants while maintaining ongoing Wai Care stream testing initiatives. Waiheke Primary School advanced its ecological restoration efforts by planting 300 native trees with the wetlands team and enhancing freshwater management through overland flow path and wetland improvements. Te Huruhi School partnered with Waiheke Resource Trust and community volunteers to conduct beach cleanups, specifically targeting plastic pollution, including nurdles, at Oneroa Beach. The student group Akoranga Whitu raised awareness through drain painting campaigns around their kura, demonstrating the direct connection between stormwater systems and marine environments. They plan to plant 300 trees in their ngahere alongside the wetland team. Waiheke High School's sustainability students demonstrated environmental leadership through native bird artwork on telecom boxes while engaging with community groups.

29. Waiheke Ecological Volunteering and Environmental Programmes (2955) Volunteer efforts have shifted focus onto planting this quarter, contributing a total of 879 volunteer hours in Q4. Plantings have been completed (or are planned) across Q4-Q1 in Newton Reserve, Te Aroha Reserve, Park Road reserve, Putiki Reserve and Delamore Reserve.

30. Waiheke Community Partnership - Love Our Wetlands (586) Love Our Wetlands Waiheke (Waiheke Resources Trust) continued their efforts in pest plant control and on-going planting activities throughout this quarter. Volunteers contributed a total of 1029.5 hours, with 669 individuals involved. A total of 2,988 native trees were planted, primarily in the Rangihoua Wetland, and 6,294 square metres of weed control was carried out during Q4.

Local Board Plan Outcome: Our Facilities and Open Spaces.

31. Rangihoua Reserve and Onetangi Sports Park Management Plan (1329) Implementation of the Rangihoua Reserve and Onetangi Sports Park Reserve Management Plan will commence in future years.

32. Tawaipareira Reserve stage three (46522) Current status: All tenders for the physical works have been reviewed, and contract negotiations are currently underway with the preferred supplier. The double flying fox has been purchased. Next steps: Proceed to appoint contractor for physical works.

33. Full Facilities maintenance contracts (985) Audit results continue to be compliant and positive across our suppliers on Waiheke Island with few issues however we have identified some areas which need improvement being streetscapes mowing and gardens, these are currently in discussion with our open space contractor on areas of improvements. This quarter we also completed our targeted auditing of our tracks and track maintenance, this was part of a region-wide approach to understand how or tracks are being maintained, any areas of improvement and what needs to be changed. Weather has been unpredictable over this period and with our parks and exposed coastal reserves we have experienced higher than normal maintenance issues and repairs to be undertaken.

34. Arboriculture contracts (989) Several severe weather events have defined the General Arboriculture work programme through quarter four. Scheduled pruning has been limited to street trees including town centre and species-specific programmes. These programmes are being delivered on time with our contractors achieving 100% on pruning number targets. The wet conditions have benefited the planting programme which started towards the end of the quarter and will continue into the new financial year. However, there has also been a higher-than-average number of maintenance requests made by the public as a result of the storms. Contractors are still achieving time frame and customer service targets associated with the increased number of requests.

35. Open Space toilets (31032) Project completed April 2025.

36. Rakino Hall - remediate storm damage (47375) Current status: Reported back to the local board following the pre-application meeting. During the local board workshop, direction was given to seek feedback from the wider community on the island prior to the local board making decisions. Waiting for pricing from suppliers to conduct a hazard risk assessment.

37. Putaki Bay and Ostend Domain – Renew Coastal Assets (4475) As part of the review of this project, it was noted that the existing stairs are not included in the Sea Scouts’ lease but are used predominantly by this stakeholder. It has subsequently been determined that the current scope of the project, with highly localised and limited regional benefit, combined with high estimated physical works costs, cannot continue to be funded by the Regional Coastal Renewals Programme. Detailed design, resource consent and building consent have been obtained through the regional funding and are proposed to be transferred for delivery. Staff will present the outcome of the project review to the Local Board in July 2025. In parallel, a business report will be prepared to confirm asset classification and recommend an appropriate funding pathway.

Key activity achievements from the 2024/2025 work programme

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

· Waiheke Ecological Volunteering and Environmental Programmes (2955) 1,892 volunteer hours were contributed over this financial year, which resulted in thousands of planted trees throughout Waiheke’s parks and reserves.

· Construction Waste Leadership (3039) Contributed significantly to the Local Board Plan initiative of accelerating the construction waste management programme and encouraging a circular economy and re-use of materials. Now, almost one-quarter of all waste diverted from landfill on Waiheke is construction waste.

· Waiheke Walking and Cycling Promotion (659) Both the walking festival and the bike rave were extremely well attended by locals and visitors alike. Improved cycling infrastructure through Surfdale means walkers and cyclists can move more safely through the motu.

· Open Space toilets (31032) Was able to be completed in April 2025.

· Operational grant for Waiheke Community Art Gallery (412) The gallery held hundreds of events and consistently promoted active cultural engagement.

Overview of work programme performance

Customer and Community Services work programme

39. In the Customer and Community Services work programme, there are 53 activities with a green RAG status, no activities with an amber RAG status, one activity with a red RAG status and three activities with a grey RAG status. Activities with significant impact are discussed below:

40. Swimming Pool Development Fund (2822) Staff will provide the board with an update following a meeting with the Pool Society on 26 August.

Infrastructure and Environmental Services work programme

41. In the Infrastructure and Environmental Services work programme, there are six activities with a green RAG status, no activities with an amber RAG status, one activity with a red RAG status and no activities with a grey RAG status. Activities with significant impact are discussed below:

42. Putaki Bay and Ostend Domain – renew coastal assets (4475) It has been determined that the current scope of the project, with highly localised and limited regional benefit, combined with high physical works costs, cannot continue to be funded by the Regional Coastal Renewals Programme. A new appropriate funding pathway has not been recommended to members yet.

Auckland Emergency Management work programme

43. In the Auckland Emergency Management work programme, there are no activities with a green RAG status, no activities with an amber RAG status, one activity with a red RAG status and no activities with a grey RAG status. Activities with significant impact are discussed below:

44. Community and business emergency response plans and resilience programme (3978) At the time of the development of this report, emergency preparedness grants had been allocated but not been paid out.

Carry forward activities

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

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

· Climate Action programme

· Waiheke Marine Education Initiative

· Walking and Cycling promotion

· Ngahere Strategy and Action Plan

· Environmental programmes

· Waste minimisation initiatives

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

48. 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

49. This report informs the Waiheke 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

50. Waiheke Adult Learning continues offer Te Reo Māori courses for the community with the aim of enabling access for mana whenua and mataawaka learners. The programme continues to meet participation and retention targets.

51. Piritahi Marae is offering wananga on kaikorero, karanga, and waiata to support the paepae and powhiri process. The marae also facilitated a strategic planning hui in February and is working to progress its goals.

52. The Waiheke Local Board Plan 2023 identifies that the island has a rich Māori history with significant archaeological and cultural features, including pā and tapu sites. Parks, Community and Facilities Department regularly works with mana whenua, mātāwaka, the council and government agencies to ensure these sites are protected when executing operational activities.

Ngā ritenga ā-pūtea

Financial implications

53. This report is provided to enable the Waiheke 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

54. 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).

55. 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.

56. 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

57. 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

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

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

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiheke Q4 work programme update	151
b ⇩	Waiheke Q4 financial appendix - Confidential

Ngā kaihaina

Signatories

Author

Hunter van der Jagt - Local Board Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Janine Geddes - Acting Local Area Manager

Waiheke Local Board

27 August 2025

Adoption of the scope for Waiheke Sport and Active Recreation Facilities Plan

File No.: CP2025/17385

Te take mō te pūrongo

Purpose of the report

1. To adopt the scope to develop the Waiheke Sport and Active Recreation Facilities Plan.

Whakarāpopototanga matua

Executive summary

2. On 22 June 2022, the Waiheke Local Board approved the 2022/2023 Customer and Community Services work programme including item 4025, to develop the Waiheke Sport and Active Recreation Facilities Plan (resolution number WHK/2022/101).

3. Sport and active recreation facilities plans offer strategic guidance to inform decision-making regarding investment, advocacy, partnerships, and opportunities within the sport and recreation facility network.

4. The scope will guide the development of the Waiheke Sport and Active Recreation Facilities Plan (the plan).

5. The plan will focus on facilities providing community access and participation needs. The scope can be defined by three sub-categories: geographic area, type of activity, and facility model. The recommended scope is detailed below:

a) Geographic area

The geographic scope will consider community need and facility priorities across Waiheke Island with consideration given to facilities accessible to the Island on the mainland.

b) Activity type

The scope of activity type is sport and active recreation as defined within Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

c) Facility model

A full facility network scope is adopted comprising of all facilities providing community access for sport and active recreation, irrespective of ownership or operating model.

6. Development of the plan will continue through various community consultation and engagement phases before an analysis of findings and presentation of the draft plan in December 2025.

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

a) adopt the full facility network scope to guide the development of the Waiheke Sport and Active Recreation Facilities Plan as detailed in Attachment A.

Horopaki

Context

7. On 22 June 2022, the Waiheke Local Board approved the 2022/2023 Customer Service and Community Services Work Programme including line 3007:

· Activity Name: Waiheke Sport and Active Recreation Facilities Plan development

· Activity Description: Develop a Sport and Active Recreation Facilities Plan to identify gaps and needs of facilities and guide local board making decision with regards to investment, advocacy and partnership opportunities. Development of the plan will support increased participation outcomes through greater utilisation and optimisation of assets (resolution number WHK/2022/101).

8. This item had $15,000 Locally Driven Initiatives operational budget allocated.

Sport and Active Recreation Facilities Plans

9. Sport and active recreation facilities plans offer strategic guidance to inform decision-making regarding investment, advocacy, partnerships, and opportunities within the sport and recreation facility network.

10. These plans outline the current network of sport and active recreation facilities across a specified geographic area and identifies existing and future provision challenges and needs.

11. Key outputs include:

· consolidated inventory of sport and active recreation facilities

· themes and trends of local facility needs and issues

· assessment of potential impacts of demographic and infrastructure changes

· identification of gaps in facility provision against current and future needs

· framework for prioritising projects/potential opportunities for further analysis and assessment

· prioritised list of projects/opportunities to provide clear direction to support advocacy, resource allocation and leasing decisions.

Waiheke Local Board Plan

12. Waiheke Local Board currently support sport and active recreation facilities through operational funding, capital funding and community leases within the Community work programme.

13. The development and effective implementation of the plan relates to several outcomes, objectives within the local board plan as detailed below:

Table 1: Waiheke Local Board Plan - Strategic alignment

Our Facilities and Open Spaces

Objective: Improve the open space network on the island

Objective: Improve our community’s wellbeing by providing quality arts, recreational and community facilities

Increasing Aucklanders’ Participation in Sport – Investment Plan 2019 – 2039

14. In July 2019, the council adopted the Increasing Aucklanders’ Participation in Sport – Investment Plan 2019 – 2039 to guide investment into community sport, identifying three key sector challenges:

· the demand for sport in Auckland is growing and changing, while the existing facilities are ageing

· not all Aucklanders have the same access and opportunities for sport

· Auckland Council needs a more structured and strategic approach to invest in sport.

15. The development of a localised plan will offer specific insights into opportunities and challenges across the facilities network whilst highlighting synergies and uniqueness relative to sector-wide trends.

16. The Investment Plan will support the development of the Waiheke Sport and Active Recreation Facilities Plan and provides principles to assess projects and opportunities identified following community consultation.

Tātaritanga me ngā tohutohu

Analysis and advice

Scope of works

17. The scope will guide the development of the Waiheke Sport and Active Recreation Facilities Plan, which provides a comprehensive analysis of the local sport and active recreation facility network.

18. This scope offers a platform to capture a holistic understanding of facility provision and critically, a network overview of facilities offering community access and the subsequent levels of supply and demand.

19. The scope can be defined by three sub-categories; geographic area, type of activity, and facility model, to provide focus on what is captured and where.

Geographic area

20. The plan will consider community need and facility priorities across Waiheke Island with consideration given to facilities accessible to the Island on the mainland.

21. An alternative geographic scope could expand the investigation to locations outside the Waiheke Local Board boundary. This is not recommended because it is outside of the local board jurisdiction and mainland facilities are not conveniently accessible to the Waiheke community.

Type of activity

22. There are a myriad of different ways Aucklanders can get active. The focus of this plan is to identify supply and demand gaps, and opportunities within the Waiheke sport and active recreation infrastructure network.

23. The scope will help define and categorise how people keep active, before assessing what infrastructure requirements there are.

24. Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 provides the following definitions which can be applied to help focus an activity scope:

· Sport: Physical activity that is competitive, organised and involves the observation of rules. It may be participated in either individually or as a team.

·
Active Recreation: Physical activity that is informal and done for wellbeing, health and/or enjoyment. It may be participated in either individually or with a group.

25. An alternative scope for activity type could limit investigation to facilities for formal organised sport. This is not recommended because the physical and mental health benefits that Aucklanders derive from physical activity are the same whether the context is organised sport or informal active recreation. Informal active recreation opportunities are of growing importance to Aucklanders as participation preferences evolve.

Facility model

26. The demand for sport in Tāmaki Makaurau is growing and changing. Communities participate across a wide range of places and spaces of differing facility ownership and operating models.

27. A full network scope is proposed for the plan. It would entail the investigation of all facilities providing, or with potential to provide, community access for sport and active recreation, irrespective of ownership or operational model.

28. The full network option would include, but is not limited to:

· council owned land; council owned and operated facilities

· council owned land; council owned facility; community operated facilities (leased)

· council owned land; community owned and operated facilities

· council owned community facilities with potential for sport and active recreation

· Ministry of Education (MoE) owned and operated facilities

· facilities of cultural significance providing community outcomes

· places of worship and education facilities (non-MoE) where there is community access

· private or commercially owned and operated facilities where there is community access.

29. A full facility model scope allows for the most comprehensive analysis of the facilities network. It provides a platform to inform internal council investment and offers insights to support community led projects, or leverage partnership opportunities.

30. An alternative scope for facility model could restrict the plan to considering council owned assets. This is not recommended because the sport and recreation facility network goes far beyond council owned facilities to include a wide range of ownership and operational models. To make the most effective investment decisions the full network view is required.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. There will be no direct impact on greenhouse gas emissions from the adoption of the scope to develop the plan.

32. Following adoption of the final plan, implementation may involve investment into individual projects which would be assessed for climate impact before decision-making or investment by the local board.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

33. Staff will seek input to the plan from teams across Parks and Community Facilities, Regional Services and Strategy, Active Communities, and Waiheke Local Board staff.

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

Local impacts and local board views

34. On 4th December 2024, the Waiheke Local Board gave direction on the proposed scope to develop the Waiheke Sport and Active Recreation Facilities Plan.

35. As part of the local board engagement, verbal feedback was provided with key considerations including the following;

· all facility types including council and non council owned

· inclusion of well being activities; Yoga, Pilates, Tai chi

· current usage, gaps and opportunities across Waiheke Island.

Tauākī whakaaweawe Māori

Māori impact statement

36. Throughout the duration of the plan development there will be consultation with mana whenua iwi, and internal Māori Outcomes staff within council.

Ngā ritenga ā-pūtea

Financial implications

37. There are no financial implications related to the adoption of the scope to develop the plan.

38. The Waiheke Local Board allocated $15,000 from the 2022/20233 Local Board Work Programme for the development of the plan (resolution number WHK/2022/101). The LDI budget was not used to fund the project at that time, however in FY2024 budget was reallocated to deliver the plan.

39. Future implementation of the plan may have a standalone budget and subsequently offer an opportunity to analyse related financial implications. This will be considered as part of future work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

40. There are no significant risks in adopting the scope to develop the Waiheke Sport and Active Recreation Facilities Plan.

Ngā koringa ā-muri

Next steps

41. Should the local board resolve to adopt the scope of work, staff will proceed to appoint a consultant to develop of the Waiheke Sport and Active Recreation Facilities Plan.

42. Development of the plan will continue through various community consultation and engagement phases before an analysis of findings and presentation of the draft plan in December 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Waiheke Sport and Active Recreation Facilities Plan scope draft	173
b ⇩	Waiheke Sport and Active Recreation Facilities Plan outline	175

Ngā kaihaina

Signatories

Author	Marissa Holland - Sport & Recreation Lead
Authoriser	Janine Geddes - Acting Local Area Manager

Waiheke Local Board

27 August 2025

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

File No.: CP2025/17452

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. As this date is prior to the next meeting of the board, the board’s submission will need to be finalised via the urgent decision process and tabled at the meeting.

Ngā tūtohunga

Recommendation/s

That the Waiheke 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	185

Ngā kaihaina

Signatories

Authors

Robert Boswell - Senior Strategic Advisor

Authorisers

Lou-Ann Ballantyne - General Manager Governance and Engagement

Janine Geddes - Acting Local Area Manager

Waiheke Local Board

27 August 2025

Initiating Review of Local Board Delegation Protocols

File No.: CP2025/17379

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. Local boards have delegated the majority of their decision-making responsibilities to the Chief Executive to support efficient service delivery. The general delegations – approved by each of the 21 local boards in 2013 (Attachment 1) are subject to specified financial limits as well as specific exclusions and other requirements set out in the Delegation Protocols ("the Protocols").

3. The Chief Executive, and all staff exercising delegated authority derived from local boards, must act in accordance with the Protocols (included in Attachment 1) and ensure operational policies or procedures are consistent with them.

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

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

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

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

Ngā tūtohunga

Recommendation/s

That the Waiheke Local Board:

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

Optional

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

Horopaki

Context

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

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

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

Tātaritanga me ngā tohutohu

Analysis and advice

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

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

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

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

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

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

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

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

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

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

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

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

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

· Chair John Gillon (Kaipātiki Local Board)

· Chair Scott Milne (Ōrākei Local Board)

· Chair Damian Light (Howick Local Board)

· Chair Ella Kumar (Puketāpapa Local Board)

· Chair Maria Meredith (Maungakiekie-Tāmaki Local Board)

· Member Brooke Loader (Henderson-Massey Local Board)

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

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

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

Local impacts and local board views

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

Tauākī whakaaweawe Māori

Māori impact statement

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

Ngā ritenga ā-pūtea

Financial implications

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

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

Ngā koringa ā-muri

Next steps

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

Ngā tāpirihanga