Agenda of Whau Local Board - Wednesday, 24 September 2025

1 Nau mai | Welcome

2 Ngā Tamōtanga | Apologies

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

3 Te Whakapuaki i te Whai Pānga | Declaration of Interest

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

Specifically, members are asked to identify any new interests that they have not previously disclosed and any interest that might be considered as a conflict of interest with a matter on the agenda.

The following are declared interests of elected members of the Whau Local Board:

Member	Organisation	Position
Kay Thomas	New Lynn Citizens Advice Bureau	Volunteer
	Citizens Advice Bureau Waitākere Board	Deputy Chair
	Literacy Waitākere	Board Member
	West Auckland Heritage Conference	Committee Member
	Whau Ethnic Collective	Patron
	Whau Wildlink Network	Member
Fasitua Amosa	Equity NZ	Vice President
	Massive Theatre Company	Board Member
	Avondale Business Association	Family Member is Chair
	Silo Theatre Trust	Board Member
Ross Clow	Portage Licensing Trust	Trustee
	Te Whau Coastal Walkway Environmental Trust	Patron
	Bay Olympic Sports Club	Life Member
	Forest and Bird Society	Member
	Waitākere Ranges Protection Society	Member
	New Lynn Heritage Protection Society	Member
	Trust Community foundation Limited	Trustee
	Karekare Surf Lifesaving Club	Member
	Libraries	Family Member is Librarian
Catherine Farmer	Avondale-Waterview Historical Society	Member
	Blockhouse Bay Historical Society	Member
	Blockhouse Bay Bowls	Patron
	Forest and Bird organisation	Member
	Grey Power	Member
	Avondale RSA	Member
Sarah Paterson-Hamlin	Raukatauri Music Therapy Trust	Employee
Warren Piper	New Lynn RSA	Associate Member
Warren Piper	New Lynn Business Association	Member
Valeria Gascoigne	Visionwest	Employee

External Organisations	Lead	Alternate
The Avondale Business Association	Kay Thomas	Ross Clow
The Blockhouse Bay Business Association	Warren Piper	Sarah Paterson-Hamlin
The New Lynn Business Association	Warren Piper	Kay Thomas
The Rosebank Business Association	Warren Piper	Fasitua Amosa
The Whau Coastal Walkway Environmental Trust	Ross Clow	Sarah Paterson-Hamlin

4 Te Whakaū i ngā Āmiki | Confirmation of Minutes

That the Whau Local Board:

a) whakaū / confirm the minutes of its meeting, held on Wednesday, 27 August 2025, as true and correct.

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 Whau Local Board. This means that details relating to deputations can be included in the published agenda. Total speaking time per deputation is ten minutes or as resolved by the meeting.

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

9 Te Matapaki Tūmatanui | Public Forum

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

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

10 Ngā Pakihi Autaia | Extraordinary Business

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

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

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

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

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

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

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

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

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

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

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

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

No.	Title	Page
a ⇩	Ward Councillor Kerrin Leoni's Report - August-September 2025	9

Whau Local Board

24 September 2025

Whau Local Board Annual Report 2024/2025

File No.: CP2025/19689

Te take mō te pūrongo

Purpose of the report

1. To seek local board adoption of the 2024/2025 Annual Report for the Whau Local Board, prior to it being adopted by the Governing Body on 25 September 2025.

Whakarāpopototanga matua

Executive summary

2. The Auckland Council Annual Report 2024/2025 is being prepared and needs to be adopted by the Governing Body by 25 September 2025. As part of the overall report package, individual reports for each local board are prepared.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whai / adopt the draft 2024/2025 Whau Local Board Annual Report as set out in Attachment A to the agenda report.

b) tuhi ā-taipitopito / note that any proposed changes to the Whau Local Board Annual Report after the adoption will be clearly communicated and agreed with the chairperson before the report is submitted for adoption by the Governing Body on 25 September 2025.

Horopaki

Context

3. In accordance with the Local Government (Auckland Council) Act 2009 and the Local Government Act 2002, each local board is required to monitor and report on the implementation of its Local Board Agreement. This includes reporting on the performance measures for local activities and the overall funding impact statement for the local board.

4. In addition to the compliance purpose, local board annual reports are an opportunity to tell the wider performance story with a strong local flavour, including how the local board is working towards the outcomes of their local board plan.

Tātaritanga me ngā tohutohu

Analysis and advice

5. The annual report contains the following sections:

Section	Description
Mihi	The mihi is an introduction specific to each local board area and is presented in Te Reo Māori and English.
About this report	An overview of what is covered in this document.
Message from the chairperson	An overall message introducing the report, highlighting achievements and challenges, including both financial and non-financial performance.
Local board members	A group photo of the local board members.
Our area – projects and improvements	A visual layout of the local board area summarising key demographic information and showing key projects and facilities in the area.
Performance report	Provides performance measure results for each activity, providing explanations where targeted service levels have not been achieved. Includes the activity highlights and challenges.
Local flavour	A profile of either an outstanding resident, grant, project or facility that benefits the local community.
Funding impact statement	Financial performance results compared to long-term plan and annual plan budgets, together with explanations about variances.

Tauākī whakaaweawe āhuarangi

Climate impact statement

6. The council’s climate change disclosures are covered in volume four of the annual report and sections within the summary annual report.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

7. Council departments and council-controlled organisations comments and views have been considered and included in the annual report in relation to activities they are responsible for delivering on behalf of local boards.

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

Local impacts and local board views

8. Local board feedback will be included where possible. Any changes to the content of the final annual report will be discussed with the chairperson.

Tauākī whakaaweawe Māori

Māori impact statement

9. The annual report provides information on how Auckland Council has progressed its agreed priorities in the Long-term Plan 2024-2034 over the past 12 months. This includes engagement with Māori, as well as projects that benefit various population groups, including Māori.

Ngā ritenga ā-pūtea

Financial implications

10. The annual report provides a retrospective view on both the financial and service performance in each local board area for the financial year 2024/2025.

11. There are no financial implications associated with this report.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

12. The annual report is a legislatively required document. It is audited by Audit New Zealand who assess if the report represents information fairly and consistently, and that the financial statements comply with accounting standard PBE FRS-43: Summary Financial Statements. Failure to demonstrate this could result in a qualified audit opinion.

13. The annual report is a key communication to residents. It is important to tell a clear and balanced performance story, in plain English and in a form that is accessible, to ensure that council meets its obligations to be open with the public it serves.

Ngā koringa ā-muri

Next steps

14. The next steps for the draft 2024/2025 Annual Report for the local board are:

· Inclusion into the Auckland Council Group Annual Report to the Governing Body for adoption on 25 September 2025

· Physical copies provided to local board offices, council service centres and libraries by the end of October 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Draft Whau Local Board Annual Report 2024/2025	21

Ngā kaihaina

Signatories

Authors

David Rose - Lead Financial Advisor

Authorisers

Brian Chan - General Manager Financial Advisory

Lou-Ann Ballantyne - General Manager Governance and Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Variation to 2025/2026 Local Community Services work programme – Capacity Building: Community Resilience Whau

File No.: CP2025/19506

Te take mō te pūrongo

Purpose of the report

1. To seek approval for a variation to the 2025/2026 Local Community Services work programme by way of addition of $60,000 to ID 5132 - Capacity Building: Community Resilience Whau to achieve coordinated community emergency preparedness and awareness.

Whakarāpopototanga matua

Executive summary

2. The Whau Local Board approved the 2025/2026 Local Community Services work programme on 25 June 2025, allocating a budget of $20,000 to the Capacity Building: Community Resilience Whau programme (WH/2025/52).

3. Currently, the Whau community needs a dedicated structure for disaster preparedness and community resilience. Additional capacity would enable greater impact to:

· coordinate community-led emergency hubs

· communicate preparedness and emergency updates to the community.

4. Community group leaders and council staff have considered establishing a community resilience network to strengthen the coordination, communication and overall capacity for the delivery of an effective resilience plan in Whau.

5. To support this initiative, an additional funding of $60,000 is being requested, which will bring the total funding for the Capacity Building: Community Resilience Whau work programme line to $80,000.

6. Council staff recommend approving the addition of this funding as a variation to the current work programme to ensure the delivery of robust resilience outcomes.

Ngā tūtohunga

Recommendation

That the Whau Local Board:

a) whakaae / approve the increase of $60,000 in funding as a variation to Community Work Programme ID 5132 - Local Community Services for the purpose of delivering the following outcomes:

i) coordinated community emergency preparedness

ii) enhanced communication and public awareness

iii) a functioning, sustainable community-led resilience network.

Horopaki

Context

7. On 25 June 2025, the Whau Local Board approved its 2025/2026 Local Community Services work programme and its associated budget (WH/2025/52) which included the implementation of the programme Capacity Building: Community Resilience Whau (hereon resilience plan).

8. The Whau community as of now does not have a coordinated and sustainable structure to strengthen disaster preparedness and community resilience. Whau does not yet have dedicated capacity or systems to:

· coordinate multiple community-led emergency hubs

· build and maintain strong local connections across residents, schools, businesses and organisations

· effectively communicate preparedness and emergency updates to the public

· support volunteers and stakeholders to engage in resilience planning and response.

9. Without this coordination and communication, the Whau community’s ability to respond confidently and collectively during emergencies is limited.

10. On 28 July 2025, a meeting was held with the Chair of the local board, community group leaders and council staff to explore the how the Papakura Community Resilience Network (CRN) model could be applied to support the resilience plan in the Whau area.

11. The CRN is a community-led initiative that strengthens disaster preparedness by building local connections, raising awareness, and providing essential resources. It brings together residents, schools, businesses and organisations to foster a resilient, self-reliant community capable of responding to emergencies with confidence and unity.

12. The discussion included whether applying the CRN model in the Whau area would improve coordination, strengthen communication and establish a sustainable structure for disaster preparedness and community resilience.

13. The meeting considered that two contract roles of a Resilience Coordinator and a Social Media Coordinator would be useful to support coordination and delivery of a resilience network like that of the Papakura model.

14. These roles would strengthen relationships between residents, schools, businesses and organisations, improve volunteer coordination and support, enhance clear communication channels before, during and after emergencies and deliver a proactive resilience network to strengthen social infrastructure in Whau.

15. On 4 December 2024, the Whau Local Board adopted the Whau Local Board Emergency Readiness and Response Plan (WH/2024/163). The variation of the work programme through the additional funding will help give effect to this plan by increasing community-led capacity for disaster preparedness.

16. The current work programme allocates $20,000 to community-led emergency hubs. An additional $60,000 would be required to deliver a resilience network that can proactively build adaptive capacity, support vulnerable areas and groups and increase awareness of disaster preparedness and resilience activities across the community.

17. The following table details the existing work programme line that has been approved for resilience and capacity building activities.

Table 1: Approved funding allocation for the resilience plan

Resolution Number

Project ID

Activity Name

Activity Description

Budget source

Total Budget Allocation

WH/2025/52

5132

Capacity Building: Community Resilience Whau

To support and equip Whau community groups in implementing Whau Resilience plans. This fund will cover essential operational costs, including resource printing, distribution of information, displays, and meeting expenses, ensuring effective community engagement and preparedness.

Work with Auckland Recovery Office, AEM, other council departments and external agencies to engage with local communities and support their recovery from extreme weather events.

Local OPEX

20,000

Tātaritanga me ngā tohutohu

Analysis and advice

18. To achieve the intended outcomes of building a Whau Community Resilience Network, community group leaders and staff have suggested that this could be delivered through two coordinator roles.

19. A dedicated Resilience Coordinator could lead and coordinate emergency preparedness across Whau’s community emergency hubs to develop localised plans, engage stakeholders, manage resources, support volunteers, and ensure effective communication before, during and after emergencies.

20. Similarly, a Social Media Coordinator could manage a new Whau-based social media account promoting emergency resilience, local news and preparedness. This would involve creating an engaging online presence, collaborating with the resilience coordinator and local groups, and sharing trusted updates to build community awareness and engagement.

21. Staff considered whether this work could be delivered through existing staffing within Community Wellbeing. However, there is not sufficient staffing capacity or capability to deliver the outcomes required. As a result, an external contractor would be required.

22. It is recommended that funding be allocated through a trusted social services organisation with experience in community contracting to deliver these outcomes. This approach provides several advantages such as:

Table 2: Advantages of funding a social services organisation

Advantages	Details
Capacity and expertise	The organisation would manage any contracted staff, reducing administrative burden on council staff.
Local connections and insights	Many social service providers already hold strong community relationships, ensuring coordinators can quickly embed within existing networks.
Flexibility	Contracting services allows for outcomes to be tailored to community needs as the network grows, without the longer-term commitments.

23. The contracting organisation would be required to provide regular updates to the community broker on progress against key deliverables such as number of local hubs engaged, community participation in preparedness training and growth of online reach and engagement with resilience communications.

24. An initial one-year funding is recommended, aligning with council’s annual budget cycle and providing sufficient time to establish the resilience network. Below is the indicative timeline for delivery of the expected outcomes of the budget variation:

Table 3: Indicative timeline for delivery of outcomes

Indicative timeline for delivery
Phase 1 (3 months)	Contracting with a well-established and credible community organisation and strengthening partnerships with resilience network groups
Phase 2 (3 months)	Support the development and operations of hub-based local resilience plans, awareness campaigns and social media channels
Phase 3 (6 months)	Consolidation of the network through expanded volunteer support and monitoring and evaluation of resilience outcomes

25. Proposed variations and how they will affect the 2025/2026 Local Community Services work programme are shown in table 4 below:

Table 4: Variations to the work programme line

Project ID

Activity Name

Reasons for budget variation request for FY2025-2026

Details (New Activity Description)

5132

Capacity Building: Community Resilience Whau

Budget is required for:

· Coordinated community emergency preparedness

· Supporting localised emergency plans tailored for community hubs in the Whau local board area.

· A Whau-based community resilience social media presence delivering trusted, timely, and engaging information.

· A functioning and coordinated, community-led Whau Resilience Network adapted from the Papakura model.

Approved 2025/2026 budget $20,000

Revised 2025/2026 budget $80,000 (addition of $60,000)

To support and equip Whau community groups in implementing Whau Resilience plans. This fund will cover essential operational costs, including resource printing, distribution of information, displays, meeting expenses, and contracting of external services* to ensure effective community engagement and preparedness through the development of a community resilience network.*

Work with Auckland Recovery office, AEM, other council departments and external agencies to engage with local communities and help them prepare for* and support recovery from extreme weather events.

*Addition to the previous activity description

26. If the local board chooses not to approve the funding, this will impact council’s ability to bring community organisations together to collectively plan and respond to emergencies at a local level. Council is committed to supporting community-led resilience and emergency management preparation. The absence of the additional funding will hinder the Whau community’s capacity to build their own community emergency readiness.

Tauākī whakaaweawe āhuarangi

Climate impact statement

27. 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.

28. Impacts from climate change was assessed recently with coastal areas of the local board found to be particularly vulnerable to flooding, including Queen Mary Reserve, Rata Street Esplanade, Archibald Park and adjacent areas, Manawa Wetland, Crown Lynn Place and adjacent areas and the Avondale Stream and catchment.

29. Within the local board area, Kelston central, New Lynn north, Rosebank and the area surrounding LynnMall are all identified as hotspots, both vulnerable to climate change and with limited capacity to adapt.

30. The establishment of a Whau resilience network will directly support Te Tāruke-ā-Tāwhiri: Auckland’s Climate Plan by strengthening local capacity to prepare and adapt for the adverse impacts of climate change by addressing local vulnerabilities, supporting adaptation in hotspots and building long term resilience.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

31. Auckland Emergency Management (AEM) is a department of Auckland Council and works in partnership with emergency services and other organisations to ensure effective coordination of civil defence and emergency management within the region.

32. AEM encourages development of community resilience plans by members of a particular community for that community to use. AEM provides a broad framework, advice and guidance in the planning process.

33. The community disaster resilience plan for Whau has been developed with AEM support and advice.

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

Local impacts and local board views

34. The Whau Local Board has made a significant commitment to developing a community disaster resilience plan through the Whau Local Board Plan 2023 as follows:

Table 5: Alignment with local board views

Objectives	Initiatives
Greater whanaungatanga in our communities to promote belonging and wellbeing	Supporting community hubs, houses, and other partners to help increase community resilience through climate preparedness and emergency response planning
Greater civic engagement and participation	Find new ways to engage with our communities in every neighbourhood and involve individuals and groups, especially those generally underrepresented, in civic initiatives
Advocacy	Positive outcomes for our diverse communities and less prosperous populations

35. The delivery of Whau resilience network will have tangible impacts on the local community by bringing together residents, schools, businesses, marae and organisations to collectively plan and respond to emergencies.

36. It will also increase community capacity by empowering volunteers and community leaders with the skills, resources and confidence to lead during times of crisis.

37. Social media channels will also improve access to information for the wider community so that they can receive timely and trusted updates before, during and after emergencies.

Tauākī whakaaweawe Māori

Māori impact statement

38. Approximately 10 per cent of the Whau population identify as Māori. The Whau area is also home to three marae, which provide important cultural, social, health, education and training services, and serve as places for hui and tangihanga. Strengthening the community resilience through this additional funding will help ensure Māori residents and marae are actively supported and included in preparing for and responding to disasters.

39. Engagement with Māori and marae in the implementation of the Whau Community Resilience Plan will help ensure that Māori aspirations, cultural values, and local priorities are reflected in resilience-building activities.

40. The three West local boards collectively employ a Kaituhono contractor to help bridge relationships with marae and community groups, and the resilience network will engage with the Kaituhono on delivery.

Ngā ritenga ā-pūtea

Financial implications

41. The budget for the work programme line will increase by $60,000 in addition to the budget of $20,000 allocated through the adopted 2025/2026 Local Community Services work programme. This will bring the total budget for work programme line ID 5132 - Capacity Building: Community Resilience Whau to $80,000.

42. The Whau Local Board has an unallocated amount of $560,000 of operating expenditure available as a result of the new ‘Fairer Funding’ model adopted by the Governing Body through the Long-term Plan 2024-2034. The local board received an increase of $3.4 million in operating expenditure through this process.

43. The majority of the additional funding has been allocated through the Whau Local Board’s 2025/2026 work programme, leaving $560,000 available for further allocation. The local board has received separate advice regarding the proposed reallocation of this funding and the remaining balance after reallocation.

44. It is proposed that $60,000 of the remaining unallocated funding be used to support this budget increase. This allocation can be made without impacting the rest of the work programme.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. The following risks and mitigations of the budget increase have been considered:

Table 6: Risks and mitigations

Risks	Mitigations
Establishing a fully functioning resilience network may take more than a year.	Align deliverables with proportionate outcomes. This means setting expectations around coordination, stakeholder engagement, initial hub planning, launch of communications rather than full maturity of the network.
The resilience network may lose momentum if funding ends after the initial contract period.	Embed resilience knowledge and systems within community organisations and plan for future integration into council’s ongoing work programmes.
There may be overlap between the network’s work and existing Auckland Emergency Management (AEM) functions.	Define roles and responsibilities clearly with AEM and community partners, ensuring coordination complements, rather than duplicating existing efforts.

Ngā koringa ā-muri

Next steps

46. If the funding is approved, staff will proceed with changes to the work programme line and enter into a funding agreement with the appropriate organisation.

47. The community broker would then work with the contracted organisation to finalise resilience outcomes, deliverables and reporting requirements to ensure delivery aligns with the local board’s intended outcomes.

48. The local board will receive updates on the programme through its quarterly local board work programme updates.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Rosetta Fuimaono - Community Broker Whau Local Board, Community Delivery

Deb Doyle - Specialist Advisor, Community Delivery

Authorisers

Darryl Soljan - Manager Customer Experience - North & West Libraries

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Variation to 2025/2026 Customer and Community Services work programme by way of an additional project - ID 57977 Avondale Racecourse - develop business case

File No.: CP2025/19907

Te take mō te pūrongo

Purpose of the report

1. To seek approval for a variation to the 2025/2026 Customer and Community Services - Parks and Community Facilities work programme by way of an additional project - ID 57977 Avondale Racecourse – develop - business case.

Whakarāpopototanga matua

Executive summary

2. The Whau Local Board adopted its 2025/2026 Customer and Community Services - Parks and Community Facilities work programme on 25 June 2025 (resolution number WH/2025/51).

3. Staff are proposing a new project, the Avondale Racecourse – develop business case, to be added to the 2025/2026 Customer and Community Services - Parks and Community Facilities work programme.

4. The proposed business case will provide the local board with a strategic overview of the use of the Avondale Racecourse and the requirements and opportunities for open space and recreation in the context of the park network and asset service provision within the Whau Local Board area.

5. Two options with varying levels of investigation and detail have been developed for the local board's consideration, with estimated costs of $12,000 for an internal business case (Option 1) and $50,000 for a more detailed investigation including external support (Option 2).

6. The Whau Local Board has an unallocated Local Operating Expenditure (OPEX) budget in its 2025/2026 Customer and Community Services - Parks and Community Facilities work programme, that can be utilised to fund the business case, and this addition is not expected to impact existing projects.

7. Staff seek approval for the addition of the new project and recommend Option 2 for a more comprehensive investigation.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaae / approve the amendment to its adopted 2025/2026 Customer and Community Services - Parks and Community Facilities work programme:

i) addition of project ID 57977 Avondale Racecourse develop - business case (Option 2) utilising $50,000 of the local board operating expenditure budget for a more detailed option, including external support over the financial year 2025/2026.

Horopaki

Context

8. A new project to develop a business case for the Avondale Racecourse is proposed to be added to the 2025/2026 Customer and Community Services - Parks and Community Facilities work programme.

9. The proposed business case will provide the local board with a strategic overview of the use of the Avondale Racecourse and to understand the requirements and opportunities for open space and recreation in the context of the park network and asset service provision within the Whau Local Board area.

10. It has been determined that a business case is needed at an estimated cost of $12,000 - $50,000 of the local board's OPEX budget.

Tātaritanga me ngā tohutohu

Analysis and advice

11. The proposed project has been identified to address a strategic gap in understanding of the current and future use of the Avondale Racecourse area and the requirements for open space and recreational assets within the local board area.

12. There are several options available to the local board to address this gap. The table below is an analysis of the potential options:

Table 1: Options Analysis for the Avondale Racecourse Business Case

Options	Criteria			Finance	Comments
Options	Local Board Plan alignment	Risk	Implementation	OPEX (preliminary estimate only)
A – do nothing	N/A	Highest	No action	$0	This option does not address the identified need for a strategic evidence base to inform future decisions.
B – Option 1	Accessible community facilities and services.	Low-Medium	Undertake an internal investigation using existing resources, limited to a desktop review of current information, staff insights, and high-level analysis, without community engagement, detailed demographic forecasting, cultural assessment, or external concept planning.	$12,000	This option offers a basic level of analysis. This option is not recommended as it provides only a basic assessment using existing resources, which limits scope, risks gaps in identifying community needs, and may not deliver sufficient detail to inform future decisions.
C – Option 2	Accessible community facilities and services.	Low	Undertake a comprehensive investigation including external expertise, demographic analysis, and concept planning.	$50,000	This option delivers a robust evidence base for future decision-making and advocacy.

13. Staff recommend the proposed variation to add this new project to the current 2025/2026 Customer and Community Services - Parks and Community Facilities work programme as outlined in Table 2. The local board has sufficient unallocated Local OPEX budget to cover the proposed change.

Table 2: How the proposed variation will affect 2025/2026 Customer and Community Services - Parks and Community Facilities work programme

Project ID

Activity Name

Budget variations

FY2025-2026

Activity Description

Details

57977

Avondale Racecourse – develop business case

Local board OPEX budget

2025/2026 budget $50,000

Develop a business case to investigate impacts and opportunities on open space and recreation, the park network and assets.

2025/2026 – investigation and business case

The project will investigate impacts and opportunities on open space and recreation to provide a strategic evidence base for the local board. The work will be completed within the 2025/2026 financial year, and as there is sufficient unallocated local OPEX budget, this activity will not impact other projects within the 2025/2026 Customer and Community Services - Parks and Community Facilities work programme. The completed business case is intended to inform future decision-making and may have an impact on future work programmes.

Tauākī whakaaweawe āhuarangi

Climate impact statement

14. This is an administrative report, and the budget variations proposed in the report have no direct effect on climate change. The business case project itself will be considered to assess any potential impacts of climate change and approaches to reduce greenhouse gas emissions for any future potential projects it may inform.

15. 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.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The overall 2025/2026 Customer and Community Services - Parks and Community Facilities work programme was developed through a collaborative approach by operational council departments.

17. Where appropriate, subject matter expert advice will be sought from other departments of Council relating to this business case investigation.

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

Local impacts and local board views

18. Community facilities and open spaces provide important community services to the people of the local board area. They contribute to building strong, healthy and vibrant communities.

19. The project aligns with the following Whau Local Board Plan 2023 outcome and objective:

Table 3: Whau Local Board Plan 2023 outcome and objective

Outcome	Objective / Initiative
Accessible community facilities and services that provide opportunities for connection and recreation for our diverse populations	Work to ensure community facilities, playgrounds, and other spaces are fit for purpose with universal design standards in mind and ensure there are accessible and inclusive options and opportunities for active recreation and play for all.

Tauākī whakaaweawe Māori

Māori impact statement

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

21. The business case will benefit the wider community, including Māori, by contributing to the strategic planning of community spaces.

22. Where aspects of the business case investigation are anticipated to have an impact on activity of importance to Māori, appropriate engagement will be undertaken.

Ngā ritenga ā-pūtea

Financial implications

23. The proposed variations are within the local board's budget envelopes for the year and will not impact the approved projects or the overall work programme.

24. Staff are not proposing any CAPEX budget for project ID 57977 Avondale Racecourse – develop business case.

25. Details of the proposed variation are outlined in Table 2.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

26. If the proposed project is not added to the current year work programme, there is a risk that the strategic planning for this significant area will be delayed, potentially impacting future service delivery and asset management decisions.

Ngā koringa ā-muri

Next steps

27. Subject to the local board's decision on the proposal outlined in this report, the local board's work programme will be amended to reflect the decision, and works will commence on the project as per the timing outlined.

28. Details of the variation will be noted in the Customer and Community Services quarterly reports provided to the local board.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Proposed variation to 2026 - 2028 Customer and Community Services - Parks and Community Facilities work programme	47

Ngā kaihaina

Signatories

Authors

Shane Hogg - Manager Area Operations

Authorisers

Taryn Crewe - General Manager Parks and Community Facilities

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Whau Local Grants Round One 2025/2026 grant allocations

File No.: CP2025/20226

Te take mō te pūrongo

Purpose of the report

1. To provide the Whau Local Board with information on applications in 2025/2026 Whau Local Grants Round One, and to enable a decision to fund, part fund or decline each application.

Whakarāpopototanga matua

Executive summary

2. This report presents applications received in Whau Local Grants Round One 2025/2026 (Attachment A).

3. The Whau Local Board adopted the Whau Local Grant Programme 2025/2026 on 28 May 2025. The document sets application guidelines for contestable grants submitted to the local board (Attachment B).

4. The Whau Local Board has set a total community grant budget of $200,000.00 for the 2025/2026 financial year.

5. Fifty-four applications were received for the Local Grants Round One, requesting a total of $312,603.00.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) agree to fund, part-fund, or decline each application in 2025/2026 Whau Local Grants Round One:

Application ID	Applicant	Requesting funding for	Amount requested	Grants Advisor recommendation
LG2621-101	Auckland Kindergarten Association	Towards cubby lockers	$8,000.00	Decline Reasons to decline/partially decline: Lower priority application in an oversubscribed round, Low community benefit in the local board area
LG2621-102	Oceania Literacy Trust	Towards the cost of book boxes for families in the Whau area	$3,000.00	$3,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities, Shows collaboration and support with the local community
LG2621-103	Gujarati Samaj New Zealand Incorporated	Towards costs of delivering cultural and sports activities and events and kids summer camp and outings	$8,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Shows collaboration and support with the local community
LG2621-105	Disha New Zealand (NZ)	Towards sound system, decorations, disposables, catering, gifts, admin, koha, and photography for a Christmas celebration & volunteer recognition event	$5,000.00	$1,500.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-106	Asthma New Zealand Incorporated	Towards website editing and maintenance, and spacers	$4,007.50	Decline Reasons to decline/partially decline: Lower priority application in an oversubscribed round, Low community benefit in the local board area
LG2621-107	Auckland Table Tennis Association Incorporated	Towards coach salary and affiliation fees	$3,000.00	$1,500.00 Reasons to fund/partially fund: Aligns with local board priorities
LG2621-108	BirdCare Aotearoa	Towards staff salaries	$5,000.00	Intention to support, recommendation to be confirmed depending on Subject Matter Expert input Reasons to fund/partially fund: Aligns with local board priorities, Large impact on local residents, Shows collaboration and support with the local community
LG2621-109	Dayspring Trust	Towards wages for a specialist maternal mental health counselling team leader	$8,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-110	Fix Up Look Sharp	Towards leasing costs of the Fix Up, Look Sharp Onehunga premises	$5,000.00	Decline Objection from subject matter expert, outside of local board area, Low community benefit in the local board area
LG2621-111	Mr Mutu Cooray	Towards workshop delivery, stationary, and venue hire	$1,000.00	Decline Reasons to decline/partially decline: Applied for amount outside round limits, Ineligibility from the local board grant programme
LG2621-114	Re-Creators Charitable Trust	Towards wages, advertising, resources and travel costs in the Whau local board area	$4,960.00	$3,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Shows collaboration and support with the local community
LG2621-116	Auckland Basketball Services Ltd	Towards coach salaries	$5,000.00	$1,500.00 Reasons to fund/partially fund: Aligns with local board priorities
LG2621-117	Zeal Youth Trust Aotearoa - West Auckland	Towards youth worker wages, prizes, and catering for community youth activations	$3,456.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents
LG2621-118	School Start First Impressions	Towards School Starter Packs for Tamariki in need in the Whau area	$2,898.40	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-119	Bhartiya Samaj Charitable Trust	Towards the cost of venue hire	$8,000.00	Decline Reasons to decline/partially decline: Accountability issues, Issues with quotes or other required documents, Ineligibility from the local board grant programme
LG2621-120	Auckland Pilipino Trust	Towards cleaning, sound system hire, printing, coordinator, decorations, wreaths, rehearsals, and performers fee for Philippine Independence Day	$5,560.00	$2,960.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-121	Glass Ceiling Arts Collective Limited	Towards venue hire and tutor costs	$5,000.00	Ineligible Reasons to decline/partially decline: Issues with project dates, Other: Group already have grant funding towards this project for this period
LG2621-122	Visionwest Community Trust	Towards marquees for the Christmas From The Heart event	$8,000.00	$6,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-124	Glendene Community Society	Towards bouncy castles, catering, and gifts	$3,180.00	$1,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-125	Roopa Aur Aap Charitable Trust	Towards counsellor fee, accounting fee, rent, and salaries	$8,000.00	Decline Reasons to decline/partially decline: Accountability issues, Ineligibility from the local board grant programme
LG2621-126	Pea-Knuckle Productions Ltd	Towards production costs, face painting, sound, lighting, graphics, venue hire, performances, and security	$6,000.00	Decline Reasons to decline/partially decline: Objection from subject matter expert
LG2621-127	Momentum Charitable Trust	Towards programme delivery for Life and Financial Skills workshops	$6,780.00	$2,500.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-128	Ms Shea Pike	Towards materials, printing, and catering	$500.00	Decline Reasons to decline/partially decline: Ineligibility from the local board grant programme
LG2621-129	Chinese Association of West Auckland Incorporated	Towards the cost of Chinese Food and Culture Festival	$14,573.85	Decline Reasons to decline/partially decline: Issues with quotes or other required documents, Ineligibility from the local board grant programme, Outside of local board area, Other: insufficiently developed application
LG2621-131	Royal New Zealand Plunket Trust	Towards car seats for the Whau Injury Prevention Programme	$5,000.00	$3,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-132	Garden to Table Trust	Towards salary, mileage, and home office costs for the Garden to Table programme in the Whau	$4,000.00	$3,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-137	Upside Youth Mentoring Aotearoa	Towards salaries	$4,600.00	$3,000.00 Subject matter expert support, Aligns with local board priorities, Large impact on local residents
LG2621-138	Waitakere Brass Inc	Towards roof and window maintenance at the Waitakere Brass Inc building	$5,000.00	$2,500.00 Reasons to fund/partially fund: Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-143	Petra Workshop Center Christian Church	Towards instruments, transportation, and talent show costs	$8,000.00	Decline Reasons to decline/partially decline: Low community benefit in the local board area, Other: Insufficiently developed application
LG2621-144	I Love Avondale	Towards water charges, gazebos, generator, heaters, packaging, bags, extension leads, lights, trolleys, tables, urns, and venue hire for the Feed the Streets event	$8,000.00	$6,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Shows collaboration and support with the local community
LG2621-146	Afghan Family Services Charity New Zealand	Towards operational costs	$4,000.00	Decline Reasons to decline/partially decline: Accountability issues, Lacking permissions or documents, Lower priority application in an oversubscribed round, Minimum for this project to proceed was above reasonable funding, Outside of local board area
LG2621-147	The Scout Association of NZ - New Lynn Sea Scout Group	Towards the cost of completing scout hall and toilet refurbishments, including a hot water heater, a hall heater, accessibility handles and door kicks for their toilets, and a vanity	$4,390.00	$3,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents
LG2621-150	Good Bitches Trust	Towards overhead costs	$1,000.00	Decline Reasons to decline/partially decline: Ineligibility from the local board grant programme
LG2621-151	Mothers Helpers	Towards the cost of contractor fees and professional development	$7,875.00	Decline Reasons to decline/partially decline: Issues with project dates, Other: Group already have grant funding towards this project for this period
LG2621-152	Shiloh Creative Life Centre Charitable Trust	Towards the cost of artist wages, venue hire, and admin, marketing fees	$5,000.00	$1,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Shows collaboration and support with the local community
LG2621-153	Brain Play Limited	Towards the cost of laptop hire, matalab, robot hire, biology gear, makey makey, 3D printer and 3D pen hire	$7,776.00	Decline Reasons to decline/partially decline: Lacking permissions or documents, Other: low alignment with local board plan
LG2621-154	West Auckland Hospice	Towards the cost of catering	$7,590.00	$1,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-155	Wool Revolution Studio Limited	Towards the cost of wages, peg looms, wool fleece, wet felt, social media marketing and food for kids	$8,000.00	Decline Reasons to decline/partially decline: Minimum for this project to proceed was above reasonable funding
LG2621-157	Glenavon School	Towards the cost of a new sensory path and adventure trail	$8,000.00	Decline Reasons to decline/partially decline: Minimum for this project to proceed was above reasonable funding
LG2621-158	Gujarati Sahitya Mandal (NZ) Incorporated	Towards the cost of venue hire and radio advertising for Ranggheli: The Bhavai Saga production	$6,871.25	Decline Reasons to decline/partially decline: Lower priority application in an oversubscribed round, Minimum for this project to proceed was above reasonable funding, Outside of local board area, Low community benefit in the local board area
LG2621-159	Aotearoa Community Wellbeing Trust	Towards the cost of six Te Ahi Ora performance	$6,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents
LG2621-160	Belong Aotearoa	Towards the cost of venue hire, facilitator and interpreter wages, and refreshments	$7,500.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Supports underrepresented communities
LG2621-161	Pet Refuge New Zealand Charitable Trust	Towards the operational costs of running the Pet Refuge shelter	$8,000.00	$1,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities, Shows collaboration and support with the local community
LG2621-162	Youthline Auckland Charitable Trust	Towards the operational costs of the Youthline service	$5,000.00	$1,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities
LG2621-163	Te Pou Theatre Trust	Towards the cost of tutor wages, photography hire, and kai for their Whakapuāwai program	$2,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-164	Manukau Beautification Charitable Trust	Towards the cost of project manager and assistant wages, and towing costs	$8,000.00	Decline Reasons to decline/partially decline: Lacking permissions or documents, Lower priority application in an oversubscribed round, Minimum for this project to proceed was above reasonable funding, Issues with project dates
LG2621-165	KidsCan Charitable Trust	Towards the cost of providing their food program to 12 schools in the Whau local board area across the 2026 school year	$8,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities, Shows collaboration and support with the local community
LG2621-166	Mainly Music New Zealand Trust	Towards the cost of facilitator wages, travel, and office hire and utilities costs	$5,009.00	$1,500.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities, Shows collaboration and support with the local community
LG2621-167	NZ Pan African Broadcasting Corporation Charitable Trust	Towards the cost of entertainment, travel, catering, and advertising materials	$8,000.00	Decline Reasons to decline/partially decline: Issues with quotes or other required documents, Lower priority application in an oversubscribed round, Minimum for this project to proceed was above reasonable funding
LG2621-168	Sola Ltd	Towards design, delivery and reporting of workshops for the "Storying of Place" project	$4,800.00	Intention to support, recommendation to be confirmed depending on SME input Reasons to fund/partially fund: Aligns with local board priorities, Large impact on local residents, Shows collaboration and support with the local community
LG2621-170	West Auckland Community Toy Library	Towards the cost of rent for the Toy Community Library	$3,276.00	$2,000.00 Reasons to fund/partially fund: Aligns with local board priorities, Large impact on local residents, Supports underrepresented communities, Shows collaboration and support with the local community
LG2621-172	Polynesian Entertainers Limited	Towards the cost of marketing	$8,000.00	Decline Reasons to decline/partially decline: Accountability issues, Lacking permissions or documents, Issues with quotes or other required documents, Minimum for this project to proceed was above reasonable funding
LG2621-173	The Helping Paws Charitable Trust	Towards veterinary costs	$8,000.00	$2,000.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities
LG2621-174	Rainbow Youth Incorporated	Towards the cost of kai and wages for facilitators and support managers	$4,000.00	$1,719.00 Reasons to fund/partially fund: Subject matter expert support, Aligns with local board priorities, Supports underrepresented communities, Shows collaboration and support with the local community
Total			$312,603.00

Horopaki

Context

6. The local board allocates grants to groups and organisations delivering projects, activities and services that benefit Aucklanders and contribute to the vision of being a world class city.

7. Auckland Council Community Grant Policy supports each local board to adopt a grant programme.

8. The local board grant programme sets out:

· local board priorities

· lower priorities for funding

· exclusions

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

· any additional accountability requirements.

9. The Whau Local Board adopted its grant programme for 2025/2026 on 28 May 2025 (Attachment B). The document sets application guidelines for contestable grants.

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

Tātaritanga me ngā tohutohu

Analysis and advice

11. The aim of the Local Board Grant Programme is to deliver projects and activities which align with the outcomes identified in the local board plan. All applications have been assessed utilising the Community Grant Policy and the Local Board Grant Programme criteria. The eligibility of each application is identified in the report recommendations.

Tauākī whakaaweawe āhuarangi

Climate impact statement

12. The Local Board Grant Programme aims to respond to Auckland Council’s commitment to address climate change by providing grants to individuals and groups for projects that support and enable community climate action. Community climate action involves reducing or responding to climate change by residents in a locally relevant way. Local board grants can contribute to expanding climate action by supporting projects that reduce carbon emissions and increase community resilience to climate impacts. Examples of projects include local food production and food waste reduction; alternative transport options; home energy efficiency and community renewable energy generation; local tree planting and streamside revegetation; and educating about sustainable lifestyle choices that reduce carbon footprints.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

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

14. The grant programme has no identified impacts on Council-controlled Organisations and therefore their views are not required.

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

Local impacts and local board views

15. Local boards are responsible for the decision-making and allocation of local board community grants. The Whau Local Board is required to fund, part-fund or decline these grant applications against the local board priorities identified in the Whau Local Board Community Grant Programme.

16. The local board is requested to note that section 48 of the Community Grant Policy states: “We will also provide feedback to unsuccessful grant applicants about why they have been declined, so they will know what they can do to increase their chances of success next time”.

17. A summary of each application received through Whau Local Grants Round One (refer Attachment A) 2025/2026 is provided.

Tauākī whakaaweawe Māori

Māori impact statement

18. The local board grant programme aims to respond to Auckland Council’s commitment to improving Māori wellbeing by providing grants to individuals and groups who deliver positive outcomes for Māori. Auckland Council’s Ngā Mātārae has provided input and support towards the development of the community grant processes.

Ngā ritenga ā-pūtea

Financial implications

19. The allocation of grants to community groups is within the adopted Long-term Plan 2023-2034 and local board agreements.

20. The Whau Local Board has set a total community grant budget of $200,000.00 for the 2025/2026 financial year.

21. Fifty-four applications were received for the Local Grants Round One, requesting a total of $312,603.00.

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

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

24. Following the Whau Local Board allocation of funding, the grant staff will notify the applicants of the local board’s decision.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	2025/2026 Whau Local Grants Round One Application Summary	61
b ⇩	2025/2026 Whau Local Board Grants Programme	383

Ngā kaihaina

Signatories

Authors

Vincent Marshall - Grants Advisor

Authorisers

Pierre Fourie - Grants & Incentives Manager

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

No.	Title	Page
a ⇩	2025/2026 Whau Discretionary Grant Application	393
b ⇩	2014 Auckland Council Community Grants Policy	397

Whau Local Board

24 September 2025

Direction on the future occupancy of St Ninian's Hall, 17-19 St Georges Street, Avondale

File No.: CP2025/20135

Te take mō te pūrongo

Purpose of the report

1. To seek direction from the Whau Local Board on whether to progress an Expression of Interest (EOI) process or nominate a preferred group for ongoing use of the council-owned building at St Ninian’s Hall, 17–19 St Georges Street, Avondale, following the expiry of the current lease.

Whakarāpopototanga matua

Executive summary

2. The current community lease at St Ninian’s Hall to the Avondale Community Society Incorporated is due to reach final expiry on 31 October 2025.

3. At the end of a lease term, it is considered good practice to review alternative options for occupancy to ensure the facility continues to deliver the greatest community benefit. The mechanism for doing so is an Expression of Interest (EOI) process, which provides a transparent and competitive way to identify the group best suited to activate the facility in line with local board priorities.

4. An EOI process involves publicly advertising the opportunity, inviting applications from eligible community organisations, and assessing those applications against the criteria set out in the Community Occupancy Guidelines and the local board plan.

5. Alternatively, the local board may nominate a preferred group for a new lease, provided there is clear alignment with board priorities and sufficient rationale for not undertaking an EOI. This approach can provide continuity and efficiency, particularly where there is an established community group with a strong record of delivering benefit from the facility. The Whau Local Board has discretion to determine the most appropriate approach.

6. The progression of a new lease, following either EOI or nomination, was identified and approved by the Whau Local Board as part of its Customer and Community Services – Parks and Community Facilities work programme at its 25 June 2025 business meeting (Resolution WH/2025/51).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) request staff to undertake an Expression of Interest process for a new community lease in St Ninian’s Hall, 17–19 St Georges Street, Avondale, following the expiry of the current lease on 31 October 2025.

Horopaki

Context

7. Avondale Community Society Incorporated currently holds a lease for the building at St Ninian’s Hall, 17-19 St Georges Street, Avondale which expires on 31 October 2025.

8. The building is currently used for a variety of community and private purposes. Regular users include the Senior Citizens group, the Avondale/Waterview Historical Society, the Avondale Business Association, Housing New Zealand, the Walking Samoans, and an Indian film group. The hall is also hired out for private functions such as weddings, family gatherings, and community events.

9. The group has written to Council confirming its intention to relinquish the lease at expiry and does not intend to seek a new lease for St Ninian’s Hall.

10. Under the Community Occupancy Guidelines 2012 (updated July 2023) where a building is to become vacant, local boards can either open the facility to all eligible applicants through an EOI process or directly nominate a group that aligns with strategic priorities.

Tātaritanga me ngā tohutohu

Analysis and advice

11. At the end of a lease term, it is considered good practice to review alternative options for occupancy to ensure the facility continues to deliver the greatest community benefit. The mechanism for doing so is an Expression of Interest (EOI) process, which provides a transparent and competitive way to identify the group best placed to activate the facility in line with local board priorities.

12. An EOI process typically involves publicly advertising the availability of the building, inviting applications from eligible community organisations, and assessing those applications against the criteria in the Community Occupancy Guidelines and the Whau Local Board Plan. This approach provides a fair and consistent framework for allocating council-owned spaces. The benefits of an EOI include:

· ensuring transparency in the allocation of community facilities

· enabling new and emerging groups to be considered alongside established organisations

· providing assurance that the group selected best aligns with local board outcomes and priorities.

13. Alternatively, the local board may nominate a preferred group for a new occupancy. This approach can provide continuity and efficiency, particularly where there is an established community organisation with a strong track record of delivering benefit from the facility. Nomination may also be appropriate where there is limited demand or where the board has identified a strategic partner to deliver on specific outcomes.

Land classification and building

14. The underlying land is described at Lot 1 DP 122863, owned by Auckland Council in fee simple. The land is classified as a local purpose reserve under section 61 of the Reserves Act 1977. This classification means any lease must be consistent with the reserve’s purpose and allows only those activities that support community use, recreation, or social well-being. Examples of eligible activities include:

· community meetings, classes, or cultural programmes

· recreation and leisure activities such as dance, yoga, or martial arts

· social services such as support groups, education programmes, or language classes

· not-for-profit cultural or heritage organisations using the space for exhibitions or gatherings.

15. Commercial or incompatible activities, such as retail businesses, offices unrelated to community outcomes, or uses that restrict community access, cannot be authorised under this land status.

16. The parcel of land at 17-19 St Georges Street consists of the historic St Ninian’s Church and churchyard (graveyard), which date back to 1860. This small reserve forms part of the Avondale historic walk route and contributes significant cultural and heritage value to the area. The presence of the graveyard means that any future occupancy of St Ninian’s Hall must respect the historic character of the site, ensure continued public access to the graveyard, and maintain compatibility with the reserve’s sensitive heritage setting.

17. As the intended use of the hall remains consistent with the reserve classification, public notification under sections 119-120 of the Reserves Act 1977 is not required.

18. St Ninian’s Hall, with a leaseable area of approximately 200 square metres, is Avondale’s oldest building, being built between 1859-1860. It was also the district’s first school building and, prior to the construction of the public hall across the road, the first location for community gatherings and town meetings. The building officially closed as a church in 1984 and was sold to Auckland City Council, along with the graveyard, in 1988. It is listed as a Category B historic heritage site, meaning it should not be removed, damaged, or altered significantly.

Figure 1: Aerial View of St Ninian’s Reserve containing St Ninian’s Hall outlined in yellow

19. The most recent asset assessment (August 2025) found the building to be in Average Condition, with identified issues including deteriorating timber joinery, flaking paint, and ground settlement at the porch entry. Health and safety risks were rated as low overall, although seismic performance was assessed as medium. Given the building’s heritage status, any renewal or remedial works must follow conservation standards and be carried out by experienced heritage tradespeople. A renewal programme of approximately $415,000 has been recommended to address structural, joinery, and painting works, with Council expected to retain responsibility for these renewals. In recent years, the local board has funded key renewals, including replacement of the roof in 2019 and drainage and ground contamination system works in 2023, both completed with regulatory compliance sign-off. Recent contamination testing returned negative results, and an asbestos survey confirmed no asbestos present. The current security alarm system is owned by the existing tenant, who also holds responsibility for the Building Warrant of Fitness in respect of the alarm. Before a new lease is granted, it is recommended that Council invest in upgrading the alarm system, at which point ownership and compliance responsibilities would transfer back to Council.

20. The proposed EOI notice will clearly set out the building’s condition, heritage requirements, and usage considerations to ensure that applications are received from groups who understand the obligations associated with leasing a heritage asset.

21. Once a lease is granted, the terms of the lease will make clear that the tenant:

· will be responsible for routine maintenance and compliance with health and safety requirements

· must seek landlord approval through the leasing team before making alterations, even minor

· must obtain any mandatory regulatory consents before making alterations, and

· must manage use in line with the building’s heritage and condition profile.

22. An EOI process is advantageous in this context because it enables staff to receive applications from all interested parties, assess them against the Reserves Act land status and the eligibility criteria set out in the Community Occupancy Guidelines, and then return to the local board with an informed recommendation on the most suitable group to occupy the facility.

Tauākī whakaaweawe āhuarangi

Climate impact statement

23. St Ninian’s Hall is located on land that partly falls within a flood plain. Climate change is expected to increase the frequency and severity of extreme weather events, which may heighten flood risk at the site. Any future lease will require the occupant to manage activities in a way that accounts for this risk, while asset management and long-term resilience measures remain the responsibility of Auckland Council. The hall’s ongoing use as a community facility, rather than for intensive development, helps limit additional climate impacts.

24. The ongoing use of the building as a community facility is low-intensity and is not expected to generate significant greenhouse gas emissions. Operational emissions such as electricity use, heating, and transport to and from the hall are consistent with typical community activity. Opportunities may exist for future tenants to adopt sustainable practices, such as energy efficiency measures, waste minimisation, and sustainable transport options for hall users.

A building with a red roof and trees

AI-generated content may be incorrect.

Figure 2: Aerial View of St Ninian’s Reserve with an indication of flood plain location

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

25. Council staff from within the Community Directorate will be consulted once applications have been assessed and a shortlist of options identified. This will ensure that advice provided to the local board reflects input from relevant departments prior to a decision being sought.

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

Local impacts and local board views

26. The decision on whether to proceed with an Expression of Interest process or to nominate a preferred group will influence how the facility is activated in future, the range of community groups able to access it, and how well the use of the site aligns with local board priorities.

27. Ongoing activation of St Ninian’s Hall contributes to the Whau Local Board Plan 2023 objective: Our Community – Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging. Individuals are aware of what is available to them, face fewer barriers to participation, and feel connected and supported.

28. The Whau Local Board has discretion to determine the approach it considers most appropriate. Staff will return with a further report once applications have been assessed, or following negotiations with a nominated group, for the board to make the final lease decision.

Tauākī whakaaweawe Māori

Māori impact statement

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

30. These commitments are articulated in the council’s key strategic planning documents the Auckland Plan, the Long-term Plan 2021-2031, the Unitary Plan (operative in part), individual local board plans and in Whiria Te Muka Tangata, Auckland Council’s Māori Responsiveness Framework.

31. Any new lease of St Ninian’s Hall will be subject to interested groups being able to demonstrate their commitment to Māori outcomes. This may include having Māori members or representation within their organisation, delivering programmes that support whānau and rangatahi, participating in kaupapa Māori initiatives, partnering with mana whenua or mataawaka organisations, or ensuring tikanga and te reo Māori are reflected in their activities.

Ngā ritenga ā-pūtea

Financial implications

32. Any cost to publish or advertise the vacancy and Expression of Interest will be met by the Property Department of Auckland Council and managed within existing budgets.

33. Ongoing maintenance of the asset will continue to be covered by Auckland Council as the building owner. These costs are already accounted for in current budgets and future asset management planning.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

Risk	Mitigation / Management
An Expression of Interest process may take longer to complete, which could delay confirming a new tenant.	To manage this, staff are seeking direction in advance of the lease expiry date so that either pathway (EOI or nomination) can be progressed without creating a prolonged vacancy.
If the local board chooses to nominate a preferred group rather than run an EOI, there is a risk of perceived lack of transparency or missed opportunity for other community organisations to apply.	Staff will ensure that the rationale for any nomination is clearly documented and that the nominated group aligns strongly with board priorities and the reserve classification.
St Ninian’s Hall sits on a site with heritage sensitivities (churchyard and cemetery) and within a flood plain. There is a risk that certain activities could be incompatible with these features.	Staff will assess all applications against the Reserves Act 1977 requirements, heritage obligations, and council bylaws before returning to the local board with a recommendation.
Regardless of whether the hall is occupied, Auckland Council as the asset owner remains responsible for the structural condition of the building and grounds. If the building were to remain unoccupied for an extended period, there may be increased risk of deterioration.	Asset management planning and renewal budgets already provide for ongoing maintenance of the facility.

Ngā koringa ā-muri

Next steps

34. Staff seek direction from the Whau Local Board on whether to:

a) prepare and advertise an Expression of Interest process, or

b) engage with a nominated group identified by the board.

35. Following this direction, staff will assess applications or negotiate with the nominated group, as appropriate, and carry out all necessary tasks including obtaining subject matter expert advice, site inspections, and asset assessments. Staff will then return to the local board with a report recommending a lease decision.

36. Upon the expiry of the Avondale Community Society Incorporated lease on 31 October 2025, staff will work with the group to formally finalise the termination of the lease.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Amirah Rab - Community Lease Specialist

Authorisers

Marian Webb - General Manager Assets and Delivery, Eke Panuku

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

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

File No.: CP2025/19829

Te take mō te pūrongo

Purpose of the report

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

Whakarāpopototanga matua

Executive summary

2. On 25 June 2025, the Whau Local Board approved the Community work programme including an item to develop the Whau Sport and Active Recreation Facilities Plan [WH/2025/52].

3. This item has $25,000 Local operating expenditure budget allocated, with Sport NZ providing a further $25,000 to support the development of the plan.

4. 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.

5. In a workshop on 20 August 2025, the Whau Local Board gave direction that the scope for the Plan should cover:

· Geographic area:

Provision within the Whau local board area, rohe boundaries specifically identified by mana whenua, sub-regional facilities and/or bespoke facilities that may not be within the local board remit but cater to a Whau catchment.

· Type of activity

Sport and active recreation as defined within Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039.

· Facility model

All facilities providing community access for sport and active recreation irrespective of ownership or operational 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 February/March 2026.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

Whau Local Board - Community Work Programme 2025/2026

7. On 25 June 2025, the Whau Local Board approved the Community Work Programme including item 4876:

Activity Name: Sport and Recreation Facilities Plan

Activity Description: Funding to contract services to develop a Whau Sport and Recreation Facilities Plan to identify priorities and guide future facility investment to support fit for purpose community facilities. Another $25,000 is intended to be funded by Sport NZ. [WH/2025/52].

8. This item has $25,000 Local operating expenditure budget allocated, with Sport NZ providing a further $25,000 to support the development of the plan.

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.

Whau Local Board Plan

12. Whau 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, and key initiatives within the Local Board Plan as detailed below.

Table one: Whau Local Board Plan - Strategic alignment

Outcome	Objective
Our community	Accessible, inclusive facilities and services are provided in collaboration with our communities to enrich people’s lives at all stages and foster a sense of belonging
Our community	Plans and development that consider current and future community needs as well as climate change and accommodate for future growth.

Policy context

14. On 15 May 2025 the Auckland Council governing body adopted Manaaki Tāmaki Makaurau (MTM) which supersedes preceding policies and strategies relevant to sport and recreation, including Increasing Aucklanders’ Participation in Sport: Investment Plan 2019-2039 (IAPSIP).

15. The new principles in MTM are substantively consistent with IAPSIP.

16. The Whau Local Board Sport and Active Recreation Facilities Plan will align with the new principles in MTM.

Tātaritanga me ngā tohutohu

Analysis and advice

Scope of works

17. The scope will guide the development of the Whau 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 within a defined geographic area.

21. The geographic scope will focus on provision within the Whau Local Board area, rohe boundaries specifically identified by mana whenua, sub-regional facilities and/or bespoke facilities that cater to the Whau catchment.

22. This geographic scope provides key benefits and is targeted to a defined area to provide the best outcomes for the communities of Whau as participants and/or facility providers.

Table two: Benefits of geographic scope

Element of geographic scope	Benefits
Local board boundaries	This enables local board and decision-makers to identify specific needs in their local community. Understanding participation patterns and facility needs help guide decision-making.
Rohe boundaries or areas of cultural significance identified by mana whenua	Provides decision-makers and user-groups with facility needs, specific direction for sites of significance and considerations when working in collaboration with mana whenua. Rohe boundaries do not align with local board areas however this scope allows mana whenua iwi to include areas with supporting rationale.
Sub-regional facilities outside of Whau	Facilities of scale provide scope to facilitate participation for a wide population catchment and should be factored into provision requirements across the catchment they service. Insights of sub-regional provision will identify network gaps and ensure future investment is not duplicated.
Bespoke facilities outside of Whau	Facilities that provide a unique or highly specific offering may have less localised need. Understanding the network and the relative demand and supply will ensure decision-making is strategic and avoids duplication.

Type of activity

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

24. The scope will help define and categorise what people are doing to get active before the development of the plan then provides a geospatial analysis of how and where this occurs, what infrastructure requirements there are and solutions to promote and support participation aspirations.

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

· 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.

26. Other forms of physical activity including ‘play’ and ‘physical education’ will not be specifically addressed, however a mix of existing local and regional plans and policies will complement this mahi.

27. The scope of activity will include consideration for non-affiliate and/or casual sport and recreation facility use.

Facility model

28. The demand for sport in Tāmaki Makaurau is growing and changing with communities participating across a wide range of places and spaces of differing facility ownership and operating models.

29. The full network scope entails investigation of all facilities providing community access for sport and active recreation irrespective of ownership or operational model including:

· 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.

30. Offering insights of provision across the full range of providers delivers several key benefits and considerations.

Table three: Key benefits and considerations

Facility model or opportunity	Benefit or consideration
Council-related	Understanding the council owned network allows the local board and council to make informed asset-based decisions and direct resourcing strategically.
Community facilities	Support for community-led development can be provided via direct grant investment, advocacy to regional or external funders and providing tenure assurances through leasing decisions that achieve the best community outcomes.
Community sport sector	Diversity of needs provides opportunities for partnership and to highlight new, innovative solutions for provision.
Partnership	A broad mix of providers offers opportunity for mutual strategic alignment and to leverage council investment.
Network overview	Capturing a true sense of the network will provide decision-makers with direction as to where, what and how to achieve the best outcomes for the community irrespective of ownership.

Scope summation

31. The scope detailed will provide a platform to capture the full local, sport and active recreation facilities network in its truest sense, recognising that the community sport sector is complex, diverse, and growing.

32. The three sub-categories help to focus the extent of investigation and subsequent findings, to support decision-making across the facilities network.

33. Defining the type of activity gives clarity whilst acknowledging various other plans and workstreams exist, all of which will complement this kaupapa.

34. The broad facility model scope recognises that whilst the local board plays an important role in the community sport facilities network, implementation of the plan will require a diverse mix of funders and partnerships.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

36. 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

37. Staff will seek input from teams across Parks and Community Facilities, Property, Policy, Service Investment and Programming and Community Wellbeing.

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

Local impacts and local board views

38. On 20 August 2025 at a workshop, the local board gave direction on the proposed scope to develop the Whau Sport and Active Recreation Facilities Plan.

39. The local board provided feedback to ensure the plan captures facilities outside of council network e.g. Avondale Racecourse.

40. The local board was supportive of the proposed scope for the plan.

Tauākī whakaaweawe Māori

Māori impact statement

41. Staff have met with Te Kawerau ā Maki representatives regarding the Whau Sport and Active Recreation Plan. They have indicated a desire to support this kaupapa.

42. Staff have also received expression of interest from Ngaati Te Ata Waiohua indicating their desire to support this kaupapa.

43. Staff will engage directly with Te Kawerau ā Maki and Ngaati Te Ata Waiohua representatives and incorporate mana whenua feedback and input through development of the plan.

Ngā ritenga ā-pūtea

Financial implications

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

45. Whau Local Board has allocated $25,000 from the 2025/2026 Local opex budget for the development of the plan [WH/2025/52]. Sport NZ is also contributing $25,000 to the development of the plan.

46. 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 the future work programmes.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

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

Ngā koringa ā-muri

Next steps

48. Whau Local Board adopt the scope to develop the Whau Sport and Active Recreation Facilities Plan.

49. Staff will proceed to appoint a consultant and formalise a services agreement including the adopted scope of works.

50. 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 February/March 2026.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Scope for Whau Sport and Active Recreation Facilities Plan	469

Ngā kaihaina

Signatories

Authors

Yvaan Hapuku-Lambert - Sport & Recreation Lead

Authorisers

Pippa Sommerville - Manager Sport & Recreation

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Auckland Transport Kōkiri / Local Board Transport Agreement Quaterly Update - September 2025

File No.: CP2025/20204

Te take mō te pūrongo

Purpose of the report

1. To provide an update on projects in the local board’s Kōkiri / Local Board Transport Agreement 2025/2026 (Kōkiri Agreement).

Whakarāpopototanga matua

Executive summary

2. The Kōkiri Agreement 2025/2026 is a local board’s engagement plan with Auckland Transport’s (AT) work programme.

3. Developing the agreement is an annual process. During this process AT provides advice on its work programme, seeks feedback from the local board, responds to this feedback, and establishes an endorsed plan for engaging on work in the local board area.

4. This report provides an update on projects in the local board’s Kōkiri Agreement.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whiwhi / receive the September 2025 quarterly update on the Kōkiri / Local Board Transport Agreement 2025/2026.

Horopaki

Context

5. In mid-2023, development of the Kōkiri Agreement was initiated to build a more structured and supportive relationship between local boards and Auckland Transport. The Kōkiri Agreement is formed through an annual process that includes the following steps:

October/November	AT provides quality advice to local boards on the next financial year’s work programme.
March	Local boards provide their feedback, prioritise projects or programmes, and request levels of engagement for each project.
April/May	AT responds to that feedback, and a Kōkiri Agreement is written for each local board.
June/July	AT seeks formal endorsement of the Kōkiri Agreement from local boards.

6. AT reports quarterly on the prioritised projects and programmes listed in the local board’s Kōkiri Agreement.

7. This process provides a clear annual structure for engaging with AT. Local boards are able to influence Auckland Transport’s work programme through the annual Kōkiri Agreement process.

Tātaritanga me ngā tohutohu

Analysis and advice

8. Kōkiri Agreements prioritise the projects or programmes that are of most interest to the local board. Clear local board prioritisation provides Auckland Transport with expectations of transport related objectives, in addition to the objectives provided in the local board plan. This information helps AT to either inform its planning or to offer better explanations for why certain projects or programmes cannot be delivered.

9. However, plans evolve and change, so AT reports quarterly on progress of projects in the Kōkiri Agreement. This means that local boards are kept informed and have a regular opportunity to provide formal feedback to AT about their work programme.

10. The levels of engagement in the Kōkiri Agreement are derived from the International Association for Public Participation’s (IAP2) doctrine and are as follows:

Collaboration	AT and the local board work together to deliver the project or programme. The local board leads the process of building community consensus. The local board’s input and advice are used to formulate solutions and develop plans. Local board feedback is incorporated into the plan to the maximum extent possible.
Consultation	AT leads the project or programme but works with the local board, providing opportunities to input into the plan. If possible, AT incorporates the local board’s feedback into the plan, and if it is not able to, provides clear reasons for that decision.
Informing	AT leads the project or programme informing the local board about progress. Local board members may be asked to provide their local knowledge and insight by AT, however there is no expectation that the project must be modified based on that input.

11. Attachment A provides updates about all projects and programmes currently listed in this local board’s Kōkiri Agreement 2025-2026.

12. Attachment B is a quarterly update on road maintenance activities.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

16. The Kōkiri Agreement is a product of the Local Board Relationship Project. AT started the project in response to a 2022 ‘Letter of Expectation’ directive from the Mayor that stated in part that:

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

17. The Kōkiri Agreement gives effect to this intent. AT receives local board feedback via regular engagement. AT also surveys local board members quarterly about engagement, providing an indication of satisfaction.

18. The Kōkiri Agreement was developed working closely with Auckland Council’s Governance and Engagement Department.

19. The Kōkiri Agreement is reported to the Local Board Chair’s Forum on a regular basis.

20. This work relies on historical engagement with both Auckland Council and with other major council-controlled organisations (CCO) through the previous joint CCO engagement plans.

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

Local impacts and local board views

21. The local board endorsed the Kōkiri Agreement 2025/2026 at its 23 July 2025 business meeting. This report provides a quarterly update on projects in the agreement.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

24. The Kōkiri Agreement is focused on AT’s interaction with local boards, as such Māori input was not sought at a programme level. However, when individual projects or operational activities have impact on water or land, Auckland Transport engages with iwi to seek their views. These views are shared in reports seeking decisions from the local board.

Ngā ritenga ā-pūtea

Financial implications

25. Generally, this report has limited financial implications for the local board because Auckland Transport funds all projects and programmes. However, local boards do have a transport budget, called the Local Board Transport Capital Fund.

26. Updates about Local Board Transport Capital Fund projects are included in this report, but financial implications are reported separately, in project specific decision reports.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. If a local board provides any formal direction on changes to the Kōkiri Agreement, there are risks to consider. First, the local board needs to be able to commit to the time required for the level of engagement requested. If decisions are not able to be made or are slowed down by local board decision-making, there can be significant financial costs.

28. Auckland Transport suggests that this risk is mitigated by the local board providing sufficient workshop time to allow for timely discussion of activities listed in the Kōkiri Agreement.

Ngā koringa ā-muri

Next steps

29. After local boards receive this report, AT will respond to any additional resolutions.

30. The next quarterly report is planned for November 2025.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Whau - Attachment A to Kōkiri Quarterly Update September 2025	479
b ⇩	Whau - Attachment B to Kōkiri Quarterly Maintenance and Renewals September 2025	485

Ngā kaihaina

Signatories

Authors

Peter Naber - Elected Member Relationship Partner

Authorisers

John Gillespie - Head Stakeholder & Community Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Reallocation of Local Board Transport Capital Fund 2022-2025

File No.: CP2025/20733

Te take mō te pūrongo

Purpose of the report

1. To reallocate $656,998.98 of the Whau Local Board Transport Capital Fund that is no longer required for Te Whau Pathway Wingate Street to Rizal Reserve project due to funding from central government.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport manages the Local Board Transport Capital Fund on behalf of the Whau Local Board. Auckland Transport provides quality advice to support local board decision-making.

3. The local board approved the allocation of $2,039,130 at its business meetings held on 25 October 2023 (WH/2023/137), 27 March 2024 (WH/2024/17), and 25 June 2025 (WH/2025/1). The approved allocation included $656,998.98 towards progressing part of the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve.

4. At its workshop held on 10 September 2025, staff from the Te Whau Pathway project team advised that approval was received from National Infrastructure Funding and Financing (NIFF) to deliver Te Whau Pathway section 2: connection between Wingate Street and Ken Maunder Park.

5. The $656,998.98 allocated from the Local Board Transport Capital Fund 2022-2025 is no longer required to deliver the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve. This budget can be reallocated to alternative projects subject to Auckland Transport financial rules, such as needing to be used by 30 June 2026.

6. Auckland Transport recommend three options that could be considered for funding allocation that will meet the Local Board Transport Capital Fund criteria.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) note that $656,998.98 of funding from the board’s 2022-2025 Local Board Transport Capital Fund is not required for the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve and is available for reallocation.

b) allocate $656,998.98 from its 2022-2025 Local Board Transport Capital Fund to the following projects:

i) $496,998.98 to the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve project; to widen the scope of the project to include the extension of footpath on the southern side from 74 to 98 Wingate Street and crossing improvements on Wingate Street

ii) $100,000 to the Te Whau Pathway Queen Mary Reserve to Archibald Park wayfinding

iii) $60,000 to Stottholm Road bus shelter upgrade.

Horopaki

Context

7. The Local Board Transport Capital Fund (LBTCF) is an Auckland Transport fund established in 2012 to allow local boards to deliver projects in their local area that would not normally be prioritised by Auckland Transport.

8. After the finalisation of the 2024-2034 Regional Land Transport Plan, the budget was increased to $48.7 million of which $17 million was approved for 2024/2025 and $20.4 million was endorsed for 2025/2026.

9. The budget for Whau Local Board is $2.039 million for the 2022-2025 term. The local board has allocated this budget to projects and some of these projects have either been constructed or are now construction ready.

10. The approved allocation included $656,998.98 to part-fund Te Whau Pathway Wingate Street to Rizal Reserve project (WH/2025/50), which was intended to progress part of the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve.

11. At its workshop held on 10 September 2025, staff from the Te Whau Pathway project team advised that approval was received from National Infrastructure Funding and Financing (NIFF) to deliver Te Whau Pathway section 2: connection between Wingate Street and Ken Maunder Park.

12. The $656,998 allocated from the Local Board Transport Capital Fund 2022-2025 is no longer required to deliver the Te Whau Pathway section 2: the at-grade section between Wingate Street and Rizal Reserve. This budget can be reallocated to alternative projects subject to Auckland Transport financial rules, such as needing to be used by 30 June 2026.

Tātaritanga me ngā tohutohu

Analysis and advice

13. There is a total available budget of $656,998.98 to reallocate. The allocated funding must be used within the 3-year election cycle associated with the funding. Projects approved for this fund must be fully constructed by June 2026.

14. Auckland Transport has identified two new projects that are viable projects for consideration of the Local Board Transport Capital Fund and included in the options.

Projects

Project Description

High-level cost estimate

Improving intersection safety at Hepburn Road and Phelps Place, Glendene

A project from the Community Initiated Programme is currently not planned for construction this financial year. The project is construction-ready and can be delivered by June 2026. Note that this project location is on the boundary of the Whau and Henderson-Massey local board areas.

Proposal:

· Upgrading the existing crossing island at Phelps Place to a raised zebra crossing. We will need to adjust the kerb layout at the shops to give more room for this and remove two parking spaces (2 spaces on the Phelps Place side and 1 space on the Hepburn Road side).

· Installing a new crossing island and kerb ramps on the southwestern side of Hepburn Road

· Yellow tactile pavers for the visually impaired

· New footpath extensions, road signs and markings to support the new crossings and roundabout.

· People on foot will have more travel choices and safer crossing facilities. Creating new extended footpaths means more room to wait to cross.

· Drivers will be encouraged to take extra care and slow down when approaching the intersection.

· Raising the zebra crossing so it's level with the footpath ensures people crossing can be seen by motorists.

· Drivers will have better visibility of people crossing and of their general surroundings at the intersection.

$500,000

Footpath extension on the southern side to 74 Wingate Street.

The Wingate Street footpath extension is approximately 150 meters of new footpath on the southern side connecting 74 to 98 Wingate Street. Additional sharrow cycle markings to be considered on Wingate Street which has existing speed calming.

The project will require further development to confirm the estimated costs.

Estimated costs to be advised after further development.

15. The following projects were presented at workshop with the Whau Local Board on 12 February 2025. These are still viable projects for consideration of the Local Board Transport Capital Fund.

Projects

Project Description

High-level cost estimate

Wayfinding Te Whau Pathway

The local board requested to "prioritise wayfinding to connect finished portions of Te Whau Pathway e.g. from Queen Mary Reserve to Archibald Park to be funded from any cost savings or alternative funding that becomes available." (Resolution number WH/2024/17).

The project will provide wayfinding on the road from reserve to reserve.

Section 2 has received funding for physical works.

$100,000

Whau Bus stop upgrade

Bus stop 1649 - Public request to provide a new bus shelter on 75 Stottholm Road, Titirangi.

$60,000

16. Auckland Transport has proposed the following options for consideration:

Option 1

· $496,998.98 to the Te Whau Pathway section 2 - Wingate Street and Rizal Reserve; to widen the project scope to include the extension of footpath on the southern side from 74 to 98 Wingate Street and crossing improvements on Wingate Street, and remaining as contingency budget for the project

· $100,000 to Te Whau Pathway Queen Mary Reserve to Archibald Park wayfinding

· $60,000 to Stottholm Road bus shelter upgrade

Option 2

· $156,998.98 to the Te Whau Pathway section 2 - Wingate Street and Rizal Reserve for an extension of footpath on the southern side from 74 to 98 Wingate Street. (Note the risk that project costs could exceed this budget allocation)

· $500,000 to intersection improvements at Hepburn Road and Phelps Place, Glendene

Option 3

· Reallocate the Te Whau Pathway section 2 - Wingate Street and Rizal Reserve budget to the following:

· $500,000 to intersection improvements at Hepburn Road and Phelps Place, Glendene

· $96,998.98 to the Te Whau Pathway Queen Mary Reserve to Archibald Park wayfinding

· $60,000 to Stottholm Road bus shelter upgrade

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. Engagement with other parts of the council group will be carried out on an individual project basis.

20. The local board approved funding for Project ID 56520 Te Whau Pathway - Wingate Street to Rizal Reserve, a new activity was created in the 2025/2026 Customer and Community Services – Local Capital Expenditure work programme which will include budget sources Local Capital Expenditure, General Restoration Fund (SH16/20) and the Local Board Transport Capital Fund as External Funding, totalling $1.15 million.

21. Parks and Community Facilities are aware of the update confirming approval was received from National Infrastructure Funding and Financing (NIFF) to deliver Te Whau Pathway section 2: connection between Wingate Street and Ken Maunder Park. This update will have potential implications to the 2025/2026 Customer and Community Services – Local Capex Capital Expenditure work programme.

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

Local impacts and local board views

22. Projects requested by the community have been included in the options presented in this report.

23. The projects and options have been discussed with the local board on 10 September and 17 September 2025.

Tauākī whakaaweawe Māori

Māori impact statement

24. Auckland Transport is committed to meeting their responsibilities under Te Tiriti o Waitangi (the Treaty of Waitangi) and its broader legal obligations in being more responsible or effective to Māori. Auckland Transport’s Maori Responsiveness Plan outlines the commitment to 19 mana whenua tribes in delivering effective and well-designed transport policy and solutions for Auckland. Auckland Transport also recognises mataawaka and their representative bodies and its desire to foster a relationship with them. This plan is available on the AT website - https://at.govt.nz/about-us/transport-plans-strategies/maori-responsiveness-plan/#about.

25. The actions being considered do not have specific impacts on Māori. Any projects that require consultation with iwi will include that activity within its project plan.

Ngā ritenga ā-pūtea

Financial implications

26. The total cost of $1.15 million was approved for Project ID 56520 Te Whau Pathway - Wingate Street to Rizal Reserve. This included a combination of the following three budget sources:

· Local Board Transport Capital Fund - $656,998.98

· SH16/20 - $206,147

· Local Capital Expenditure - $286,855

27. This report requests that the local board consider the reallocation of the Local Board Transport Capital Fund - $656,998.98.

28. SH16/20 - $206,147 and Local Capital Expenditure - $286,855 was allocated through the 2025/2026 Customer and Community Services 3-year work programme. Parks and Community Facilities staff will discuss options to reprioritise capital expenditure budgets in the 2025/2026 Customer and Community Services 3-year work programme. A variation to the Customer and Community Services work programme will be brought to the business meeting in December 2025 for approval.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

29. There is a risk that some projects may cost more than is budgeted in this report, but equally some projects may reduce in scope after further investigation work is carried out.

30. As resources and budgets are constrained, delaying decision-making means that there is less time for planning for the investigation, design, and subsequent delivery of the projects that the local board wishes to progress. Timely decision-making will provide the best opportunity for these projects to be delivered in the current political term.

31. Finally, future budgets are not confirmed meaning that there may be sudden changes to the programme next year after Auckland Council sets budgets through the Long-term Plan process.

Ngā koringa ā-muri

Next steps

32. Auckland Transport will undertake feasibility and design investigations of other approved projects and report back on these to the local board. Once designs are agreed, Auckland Transport will proceed to external engagement and delivery.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Peter Naber - Elected Member Relationship Partner

Authorisers

John Gillespie - Head Stakeholder & Community Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Kinross Street pedestrian amenity and bus operations changes

File No.: CP2025/20173

Te take mō te pūrongo

Purpose of the report

1. To seek support for Auckland Transport’s planned changes on Kinross Street in Blockhouse Bay to improve pedestrian amenity and support bus operations.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport proposes to improve pedestrian amenity and support bus operations in Blockhouse Bay by making changes to Kinross Street. Auckland Transport is seeking confirmation and support from the Whau Local Board before proceeding to the construction phase.

3. This upgrade is being delivered through various internal Auckland Transport funding.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) support Auckland Transport’s proposed changes to improve pedestrian amenity and support bus operations in Kinross Street, Blockhouse Bay:

i) New bus stops outside 4, 70, 85, 87, 87B and Church of the Saviour on Kinross Street.

ii) A new crossing outside 72 and 73 Kinross Street.

iii) A new footpath extension outside 87A Kinross Street.

iv) A new crossing outside 82 and 91 Kinross Street, to connect to the existing footpath on Connell Street.

v) A new zebra crossing which connects the northern and southern paths between Craigavon and Shadbolt Park.

vi) A new footpath connection to the new zebra crossing outside Craigavon Park.

vii) Three new bus break stops near Sister Rene Shadbolt Skate Bowl, and one adjacent to Shadbolt Park on the southern side of Kinross Street.

viii) Intersection improvements and a new crossing on Endeavour Street.

ix) Install 12 small traffic islands along Kinross Street to protect trees from tall vehicles and double-decker buses.

x) Prune trees along Kinross Street to improve access for large vehicles.

xi) Clear access and improve visibility on approaches to crossings by reallocating road space and removing some parking spaces. This will also ensure that bus users can get on and off buses safely and comfortably and allow larger vehicles to navigate local streets safely.

Horopaki

Context

4. In November 2023, Auckland Transport consulted on the proposal to modify the bus layover on Blockhouse Bay Road, to improve the safety of the pedestrian crossing located outside Blockhouse Bay Primary School. The project included a reallocation of carpark spaces to provide bus parking spaces.

5. The community feedback asked that Auckland Transport investigate alternative options to address the safety issues and the location of the bus parking and the turnaround.

6. There is also potential to improve the catchment for public transport services.

7. The amended proposal will create three new bus stop pairs, and two new safe crossing points on Kinross Street. There will be a small amount of kerb side that is required for the bus stops and bus layover.

Tātaritanga me ngā tohutohu

Analysis and advice

8. This project improves pedestrian amenity and supports bus operations by implementing:

· New bus stops outside 4, 70, 85, 87, 87B and Church of the Saviour on Kinross Street.

· A new crossing outside 72 and 73 Kinross Street.

· A new footpath extension outside 87A Kinross Street.

· A new crossing outside 82 and 91 Kinross Street, to connect to the existing footpath on Connell Street.

· A new zebra crossing which connects the northern and southern paths between Craigavon and Shadbolt Park.

· A new footpath connection to the new zebra crossing outside Craigavon Park.

· Three new bus break stops near Sister Rene Shadbolt Skate Bowl, and one adjacent to Shadbolt Park on the southern side of Kinross Street.

· Intersection improvements and a new crossing on Endeavour Street.

· 12 small traffic islands along Kinross Street to protect trees from tall vehicles and double-decker buses.

· Prune trees along Kinross Street to improve access for large vehicles.

· Clear access and improve visibility on approaches to crossings by reallocating road space and removing some parking spaces. This will also ensure that bus users can get on and off buses safely and comfortably and allow larger vehicles to navigate local streets safely.

9. Construction is planned to start within the financial year. The Whau Local Board and the community will be informed prior to the commencement of works.

10. The project is funded by various Auckland Transport internal funding.

11. Attached in Attachment A are the indicated designs the solutions likely to be implemented.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

14. This project is likely to increase walking mode share by allowing safer connections on foot as well as improving public transport catchment by way of extending the 253 and 25B bus routes down Kinross Street, which previously was some distance from bus services.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

15. Wider Council group have not been consulted as this project is specific to the Road Controlling Authority (RCA).

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

Local impacts and local board views

16. There has been previous discussion and feedback from local board regarding this project.

17. Multiple memorandums, workshops and communications relating to this matter have kept the Whau Local Board informed of progress and updates.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

20. This decision has no financial implications for Whau Local Board as the project is being delivered through the Auckland Transport internal funding.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

21. There may be some negative sentiment during construction as the road may need detours or closures whilst work is being undertaken.

Ngā koringa ā-muri

Next steps

22. The local board will get further updates throughout construction.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Kinross Street Design Drawings	497

Ngā kaihaina

Signatories

Authors

Peter Naber - Elected Member Relationship Partner

Authorisers

John Gillespie - Head Stakeholder & Community Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

Kelston, New Lynn and Glen Eden Cycling and Walking Improvements – Preliminary Design Closeout

File No.: CP2025/20762

Te take mō te pūrongo

Purpose of the report

1. To seek support from the local board for Auckland Transport to progress the proposed cycling and walking improvements between Kelston, New Lynn and Glen Eden to detailed design.

Whakarāpopototanga matua

Executive summary

2. Auckland Transport is seeking support from the Whau Local Board to initiate the detailed design phase of the Kelston, New Lynn, and Glen Eden Cycling and Walking Improvements.

3. The proposed package of improvements will increase the number of people cycling by implementing changes to the road corridor and reserves to provide safer, more attractive cycling connections between suburbs.

4. This project is being delivered through the Climate Action Transport Targeted Rate (CATTR).

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) support Auckland Transport progressing the Kelston, New Lynn and Glen Eden Cycling and Walking Improvements to detailed design.

b) note the preliminary designs for changes to the road corridor and reserves to facilitate safe cycling connections between Kelston, New Lynn and Glen Eden.

c) note that more work is required with community and stakeholders on the Archibald Road and St Leonards Road connection and that they are not proposed to be progressed to detailed design at this stage.

Horopaki

Context

5. The Kelston, New Lynn and Glen Eden Cycling and Walking Improvements project (the project) was initiated by Auckland Transport (AT) in November 2022. The project will enable cycling as a mode choice in a high-potential growth area, with 12 schools, 3 train stations, and the New Lynn metropolitan centre all within a 1.5 km radius. Aligned with GPS 2024, the project supports economic growth, safety, resilience, and value for money through more productive use of road space and safer, more inclusive travel options.

6. The preferred routes connect the suburbs of Kelston and Glen Eden with New Lynn. New Lynn is a metropolitan centre with a full range of retail, commercial and community facilities, as well as a public transport interchange. It is also the southern end of the New Lynn to Avondale Shared Path, which connects to the cycling network to Auckland’s key employment areas north-east to Central Auckland and south-east to Onehunga, Māngere and on to Auckland Airport. The strategic connections are shown in Figure 1 below.

Figure 1: Strategic Connections enabled by proposed cycling and walking improvements

Tātaritanga me ngā tohutohu

Analysis and advice

7. Auckland Transport took the proposed network and concept design to public consultation in August/September. Key highlights of the public consultation include:

· Strong support for the project: 81 per cent of respondents agreed the proposed connections would make it safer and easier to walk and cycle; 77 per cent said it would encourage more walking and cycling.

· Kelston to New Lynn route (via Rimu Street and Kelwyn Road) was the top priority route for delivery.

· Safety and connectivity were recurring themes, with calls to:

o Extend paths and improve existing connections.

o Separate pedestrians and cyclists where possible.

o Improve lighting, signage, and wayfinding.

o Add more traffic calming measures, especially near schools.

o Secure bike parking was requested at local centres, schools, public transport hubs, and parks. Concerns about theft led to suggestions for CCTV and Locky Docks.

8. Since the close of public consultation, AT has been progressing the design. This progression to preliminary design took into account feedback received from the consultation and adds more additional detail to better understand benefits and costs. The preliminary design plans were presented to the local board on 6 August 2025.

9. A location map and summary description of the preliminary design connections – benefits and impacts – to be taken forward to detailed design is provided in Attachment A.

10. It is noted that more work is needed with the schools and other key stakeholders in the Kelston area to confirm the preferred facility for Archibald Road and St Leonards. The concept design identified has more than minor impacts on traffic, parking or pedestrian facilities and the decision has been made to separate out these streets for more engagement while the rest of the routes progress.

11. Funding for the detailed design phase has been identified and is being provided with 100 per cent local share through the Climate Action Transport Targeted Rate (CATTR). Should this project move forward, the current programme sees detailed design, formal landowner approval & resource consents by the end of 2026.

12. Construction is planned to start in early 2027 but is subject to funding. Formal support from the Whau Local Board will be sought by AT to move the project from detailed design to delivery.

13. The preliminary design plans are provided in Attachment B.

Tauākī whakaaweawe āhuarangi

Climate impact statement

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

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

16. This project is likely to increase cycling mode share by allowing for a safer, protected connection option for a much wider audience of potential users.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

17. Auckland Council have been consulted on this project as land owner for sections through reserves, including through Mason Park, Fruitvale and as the group responsible for trees planted within the road reserve.

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

Local impacts and local board views

18. There has been previous discussion and feedback from the Local Board regarding this project.

19. Multiple memorandums, workshops and communications relating to this matter have kept the Whau Local Board informed of progress and updates.

Tauākī whakaaweawe Māori

Māori impact statement

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

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

Ngā ritenga ā-pūtea

Financial implications

22. This decision has no financial implications for Whau Local Board as the project is being delivered through the Climate Action Transport Targeted Rate (CATTR).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

23. There is a risk that co-funding from NZTA for the delivery phase is not available in subsequent Regional Land Transport Plan (RLTP) periods. This may lead to a rationalisation of the wider cycling programme and delivery of this project, or timing for delivery, may be at risk.

24. There may be some negative sentiment during construction as the road may need detours or closures whilst work is being undertaken.

Ngā koringa ā-muri

Next steps

25. The business case is planned to be completed by the end of 2025.

26. The detailed design phase will be procured and is intended to be completed by the end of 2026. Subject to local board and funding approvals, construction is planned to start in early to mid-2027.

27. Auckland Transport intends to engage more with schools and other stakeholders to confirm the preferred design for Archibald Road and St Leonards Road, Kelston.

28. The detail design project team will continue to collaborate with the local board during the detailed design phase.

Ngā tāpirihanga

Attachments

No.	Title	Page
a ⇩	Summary of proposed improvements to be taken forward to detailed design	511
b ⇩	Kelston/New Lynn cycleway design drawings	515

Ngā kaihaina

Signatories

Authors

Peter Naber - Elected Member Relationship Partner

Authorisers

John Gillespie - Head Stakeholder & Community Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

2025 Local Government Elections - Meetings and Decision-making until new local board members make their declarations

File No.: CP2025/20113

Te take mō te pūrongo

Purpose of the report

1. To provide for appropriate arrangements for decision-making between the final local board meeting of the current electoral term and the inaugural meeting of the new Whau Local Board.

Whakarāpopototanga matua

Executive summary

2. The final meeting of the Whau Local Board in this current term is scheduled for 24 September 2025. Between the final meeting and the first meeting of the local board in the new term, decisions may be needed from the local board. At the end of every term, temporary arrangements for making these decisions need to be confirmed.

3. The term of office of current local board members ends following the official declaration of the election results. The declaration will be publicly notified between 13 – 17 October 2025, with the term of office of current members ending and the term of office of new members commencing the day following notification.

4. For the period from the commencement of the term of office of newly elected members until the inaugural meeting when members are sworn in (interregnum), decisions may be made by the Auckland Council Chief Executive under current delegations.

5. The existing local board’s delegation to the Chief Executive requires, amongst other things, that staff consult with the allocated local board portfolio holder/lead on certain decisions. As a temporary measure, this report seeks to allow staff to make decisions without complying with the requirement for consultation during the interregnum.

6. This report also confirms that the urgent decision delegations and process that is already in place caters for making decisions at the local board level in the period between the final local board meeting and the official end of term.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

a) whakaū / confirm that the local board’s existing urgent decisions delegations process will be utilised where decisions are required from the local board between the final local board business meeting (24 September 2025) and the end of term (18 October 2025).

b) tuhi ā-taipitopito / note that from the commencement of the term of office of newly elected members until the inaugural meeting when members are sworn in (interregnum), all decision-making will be undertaken by the Chief Executive under current delegations.

c) tuhi ā-taipitopito / note that the Chief Executive will not be required to comply with consultation requirements in the local boards’ delegation protocols when making decisions during the interregnum.

d) tono / request that the Chief Executive exercise restraint when making decisions during the interregnum and to consider referring significant decisions to the first meeting of the incoming local board.

Horopaki

Context

7. Current elected members remain in office until the newly elected members’ term of office commences, which is the day after the declaration of election results (Sections 115 and 116, Local Electoral Act 2001). The declaration will be publicly notified on 17 October 2025, with the term of office of current members ending and the term of office of new members commencing on 18 October 2025.

8. The newly elected members cannot act as members of the local board until they have made their statutory declaration at their inaugural local board meeting (Clause 14, Schedule 7, Local Government Act 2002).

9. Between the final meeting and the first meeting of the local board in the new term, decisions may be needed on urgent matters or routine business as usual that cannot wait until the incoming local board’s first business meeting in the new electoral term.

10. As with each of the previous electoral terms, temporary arrangements need to be made and/or confirmed for:

· making urgent decisions before the end of term

· making decisions that require consultation with local board/local board members during the interregnum.

Tātaritanga me ngā tohutohu

Analysis and advice

Urgent decisions – arrangement for remainder of the term

11. Between the last business meeting and the declaration of results expected on Friday 17 October 2025, current local board members are still in office and can use their existing urgent decisions delegations to make decisions that are required from the local board during this time.

12. The urgent decisions process includes a delegation to the chairperson and deputy chairperson that enables them to make decisions on behalf of the local board where it is not practical to call the full board together.

13. All requests for an urgent decision will need to be supported by adequate staff advice and clear recommendations.

Decision-making during the interregnum

14. All local boards have made a general delegation to the Chief Executive. During the interregnum, any decisions that will be required from the local board, and which cannot wait until a local board meeting, will be undertaken by the Chief Executive under his existing delegations.

15. The delegation to the Chief Executive is subject to a requirement to comply with the delegation protocols, which require consulting with the local board on some decisions that are made by staff under delegated authority. Consultation is often done through a local board lead (referred to as a portfolio holder in the delegation protocols). The most common area requiring consultation is landowner consents relating to local parks. Parks staff receive a large number of landowner consent requests each month that relate to local parks across Auckland.

16. During the current term, while the elected members remain in office, staff will continue to consult with leads/portfolio holders as required by the delegation protocols (or chairperson where there is no portfolio holder). However, during the interregnum, staff will be unable to comply with this requirement due to the absence of appointed portfolio holders/lead/chairpersons to consult with.

17. As a temporary measure, it is recommended that staff continue to process business as usual decisions that cannot wait until the local board’s first business meeting without consultation. Following the election of chairpersons at the inaugural meetings, staff will consult with the chairperson when and if required and can resume consultation with appointed representatives once new arrangements for leads/portfolio holders are in place.

Tauākī whakaaweawe āhuarangi

Climate impact statement

18. This report relates to procedural matters and has no quantifiable climate impacts.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

19. The arrangements proposed in this report enable the council to proceed with necessary business during the election period. During the interregnum, staff will exercise restraint and ensure that any significant decisions are deferred to the incoming local board.

20. These arrangements apply only to local boards. The reduced political decision-making will be communicated to the wider council group.

21. The governing body has made its own arrangements to cover the election period, including delegating the power to make urgent decisions between the last governing body meeting of the term and the day the current term ends, to any two of the Mayor, Deputy Mayor and a chairperson of a committee of the whole. From the commencement of the term of office of the new local board members until the governing body’s inaugural meeting, the Chief Executive will carry out decision-making under his current delegations.

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

Local impacts and local board views

22. This is a report to all local boards that proposes arrangements to enable the council to process routine local matters during the election period. This will enable the council to meet timeframes and provide good customer service.

Tauākī whakaaweawe Māori

Māori impact statement

23. A decision of this procedural nature is not considered to have specific implications for Māori, and the arrangements proposed in this report do not affect the Māori community differently to the rest of the community.

Ngā ritenga ā-pūtea

Financial implications

24. This report and decision being sought relates to a procedural matter and does not have any financial implications.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

25. There is a risk that unforeseen decisions will arise during this period, such as a decision that is politically significant or a decision that exceeds the Chief Executive’s financial delegations.

26. This risk has been mitigated by scheduling meetings as late as possible in the current term and communicating to reporting staff that significant decisions should not be made during October 2025.

Ngā koringa ā-muri

Next steps

27. The decision of the local board will be communicated to senior staff so that they are aware of the arrangements for the month of October 2025.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Author

Rhiannon Guinness, Elections Programme Senior Advisor

Shirley Coutts, Principal Advisor - Governance Strategy

Authoriser

Oliver Roberts, Head of Governance Programmes and Policies

Lou-Ann Ballantyne, General Manager Governance and Engagement

Adam Milina - Local Area Manager

Whau Local Board

24 September 2025

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

File No.: CP2025/18547

Te take mō te pūrongo

Purpose of the report

1. To receive the Whau Local Board’s 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 Whau 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 Whau Local Board Plan outcomes.

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

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

5. There are no activities with 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. Two activities have a Grey RAG status (activities that have been cancelled, merged or deferred during the year).

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

· ID 17967 Avondale - develop new community centre and library - Te Hono. Deconstruction of buildings at 1971-1987 Great North Road was completed in February 2025. Enabling works for Phase 2 have been awarded. The Expression of Interest (EOI) tender for the main contract is complete, and shortlisted contractors have been notified.

· ID 30810 Design and install artwork / pou near Rata Street bridge. Te Whau Pou Maumahara acknowledgement ceremony was held on 25 September 2024 to commemorate the completion of the Te Whau Pou. Te Whau Pou serves as a gateway to the west, the Whau River being a significant geographical feature providing a portage for smaller waka to facilitate travel between the Manukau and Waitematā harbours.

· ID 37466 Blockhouse Bay Library - renew roof and building. Refurbishment of the interior and exterior of the Te Pātaka Kōrero o Te Whau / Blockhouse Bay Library building, including roof and guttering, was completed in May 2025. An opening event (ID 4380) was held on 28 June 2025 with an attendance of 600 guests from the community and stakeholders, including Whau Local Board members and the Whau Ward Councillor.

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

· ID 24210 Miranda Reserve - renew playground and associated park furniture. This project is currently on hold pending the completion of Watercare’s work in the park. Next steps are to determine the future scope of the project once Watercare has finished its work.

· ID 37665 New Lynn Community Centre - refurbish recreation hall. This project is currently on hold. Project scoping to start in financial year 2025/2026, before proceeding with procurement for physical work.

· ID 1332 Olympic Park Masterplan. This project was pending the findings from the velodrome investigations. The local board received consultants’ findings on the velodrome at its February business meeting and approved supporting the status quo option for the velodrome with minimal upgrades. Park design audit results have been analysed and staff met with Te Kawerau ā Maki in April 2025 to discuss design principles and vision for the park. The next steps are to present key findings from the second round of public consultation at a workshop in August 2025.

· ID 3434 Rangimatariki Rosebank Park Domain, Power Sports Association Inc. lease. Following information relayed at the hearing, the leasing team are investigating further and will report back to the Whau Local Board at a business meeting in quarter one of the 2025/2026 financial year.

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

10. The financial performance report for quarter four can be found in Attachment B of this agenda report.

Ngā tūtohunga

Recommendation/s

That the Whau Local Board:

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

Horopaki

Context

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

· Customer and Community Services

· Local Environmental

· Economic Development

· Auckland Emergency Management

· Local Governance.

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

Graph 1: Work programme activities by outcome

Tātaritanga me ngā tohutohu

Analysis and advice

Local Board Work Programme Snapshot

13. 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

14. 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.

15. 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

16. ID 17967 Avondale - develop new community centre and library - Te Hono. Enabling works for Phase 2 have been awarded. The Expression of Interest (EOI) tender for the main contract is complete, and shortlisted contractors have been notified.

17. ID 20433 and 23755 Brains Park - upgrade park amenities and undertake ecological restoration. Project completed June 2025.

18. ID 37646 and 45851 Ambrico Studio - refurbish building including roof. Physical works commenced in May 2025, with completion expected end of June 2025 and handover meeting scheduled for 3 July 2025.

19. ID 37466 Blockhouse Bay Library - renew roof and building. Project completed May 2025.

20. ID 4380 Local Civic Events Whau. The Blockhouse Bay Library Opening was held on 28 June 2025 with an attendance of 600 guests from the community and stakeholders, including Whau Local Board members and the Whau Ward Councillor. An array of entertainment was enjoyed throughout the day. A grant was issued for delivery of a Te Toi Uku Museum celebration of works, with a delivery date of July or August 2025, to reflect completion of works and community availability and capacity.

21. ID 493 Māori Responsiveness: E Tu - responding to the key aspirations and priorities for Māori Whau. Matariki celebrations funded by Whau Local Board were held across Te Whau, at the hubs and houses - Green Bay, Glenavon, New Windsor, Patiki, Kelston, and Blockhouse Bay and Glendene.

22. ID 497 Local implementation of Ngā Hapori Momoho (Thriving Communities strategic action plan). Face-to-face meetings were held with local hubs, community houses, and groups to discuss and finalise the content of funding agreements in preparation for delivering the Whau Local Board Work Programme 2025/2026. The Community Broker met with Vision West to discuss their work, explore potential support options, and facilitate connections with other community organisations in Whau. Meetings were held with the New Lynn Business Association to discuss their Ambassadors Programme, and with Auckland Transport to address concerns around crime prevention on trains. The Community Broker also attended the Philippine Independence Day celebration to provide support, assisted with Whau Local Board grants assessments, offered strategic advice to the Whau Youth Specialist, and supported the Graffiti Team by providing options for creative interventions at hotspot areas. The new Specialist Advisor commenced in June 2024.

23. ID 499 Hub services Whau. Eco Day Expo in the Whau activated the New Lynn Square with stalls, workshops, and activities in celebration of sustainability and creativity, highlighting local Eco-champions. Persian New Year celebration was hosted at West Lynn Gardens, featuring music, food, market stalls, games, and workshops. Whau Eid Festival was held at the centre in collaboration with Whau Ethnic Collective; 400 attended. A standout musical event for Youth ‘Steet Beats’, was held in the square, with 89 rangatahi completing a survey to inform future youth programming. Music Month ‘Library Live’ hosted 21 events, with performers aged 10 to 70.

24. ID 668 EcoFest West Festival (EcoMatters) Whau – EcoFest delivery was completed as planned in April 2025, with 339 events offered under the EcoFest banner across Tāmaki Makarau, including 25 in the Whau. More than 4,547 people attended events held in West Auckland. Positive feedback was received from both event hosts and attendees.

Changes to the local board work programme in quarter four

Activities with changes

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

Table 2: Work programmes change formally approved by the board

ID/Ref	Work Programme Name	Activity Name	Summary of Change	Resolution number
31934	Customer and Community Facilities	Riversdale Reserve - refurbish amenity block	$165,547.40 budget decrease to reflect updated assessments of the amenity block's condition.	WH/2025/51
45851	Customer and Community Facilities	Ambrico Studio - refurbish building	Approved for the Risk Adjusted Programme (RAP). $32,592.78 budget increase in 2025/2026 financial year to enable staff to deliver in 2024/2025 as part of RAP.	WH/2025/51
37646	Customer and Community Facilities	Ambrico Studio - refurbish building including roof	Approved for the Risk Adjusted Programme (RAP). $81,870.45 budget increase in 2025/2026 financial year to enable staff to deliver in 2024/2025 as part of RAP.	WH/2025/51
37466	Customer and Community Facilities	Blockhouse Bay Library - renew roof and building	$51,084.17 budget increase in 2025/2026 financial year to enable staff to deliver in 2024/2025 as part of RAP.	WH/2025/51

Key activity achievements from the 2024/2025 work programme

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

· ID 17967 Avondale - develop new community centre and library - Te Hono. Deconstruction of the buildings at 1971-1987 Great North Road was completed in February 2025. Enabling works for Phase 2 have been awarded. The Expression of Interest (EOI) tender for the main contract is complete, and shortlisted contractors have been notified.

Overview of work programme performance

Customer and Community Services work programme

27. In the Customer and Community Services work programme, there are 91 activities that with a green RAG status, three activities with an amber RAG status, and two activities with a grey RAG status.

Table 2: Customer and Community Services activities with significant impact

Activity name	RAG status	Activity status	Explanation and mitigation
Olympic Park Masterplan (ID 1332)	Amber	In progress	This project was pending the findings from the velodrome investigations. The local board received consultants’ findings on the velodrome at its February business meeting and approved supporting the status quo option for the velodrome with minimal upgrades. Park design audit results have been analysed. Staff met with Te Kawerau ā Maki in April 2025 to discuss design principles and vision for the park. Round 2 of public consultation occurred between June - July 2025. Next steps are to present key findings from public consultation at a workshop in August 2025.
Miranda Reserve - renew playground and associated park furniture (ID 24210)	Amber	On hold	This project is currently on hold pending the completion of Watercare’s work in the park. Next steps: Determine the future scope of the project once Watercare has finished its work.
New Lynn Community Centre - refurbish recreation hall (ID 37665)	Amber	On hold	The project’s investigation and design stage were on hold due to adjustments in the work programme. Project scoping and procurement for physical work is now set to commence in financial year 2025/2026.
Tahurangi Crum Park - install footpath on eastern side of practise field (ID 23906)	Grey	Merged	Project to be cancelled due to project Merging with #23898 Tahurangi Crum Park - renew sports field 1.
Rangimatariki Rosebank Park Domain, Power Sports Association Inc. lease (ID 3434)	Grey	Deferred	Following information relayed at the hearing, the leasing team are investigating further and will report back to the Whau Local Board at a business meeting in quarter one of the 2025/2026 financial year.

Local Environmental work programme

28. In the Local Environmental work programme all activities have a green RAG status.

Economic Development work programme

29. The Economic Development work programme activity has a green RAG status.

Auckland Emergency Management work programme

30. The Auckland Emergency Management work programme activity has a green RAG status.

Local Governance work programme

31. The Local Governance work programme activity has a green RAG status.

Carry forward activities

32. 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

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

34. 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:

· ID 662: New Lynn Bike Hub (EcoMatters) Whau

· ID 666: Community Nurseries (EcoMatters) Whau

· ID 668: EcoFest Festival (EcoMatters) Whau

· ID 687: EcoMatters Environment Centre (EcoHub) Whau

· ID 688: Whau Climate Action Network

· ID 689: Love Your Neighbourhood (EcoMatters) Whau

· ID 645: Whau Ecological Volunteering Programme (Local Parks)

· ID 683: Whau Urban Ngahere Knowing 2024/2025

· ID 1413: Whau Coastal Walkway Environment Trust Grant 2024/2025.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

35. 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

36. This report informs the Whau 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

37. ID 493 Māori Responsiveness: E Tu - responding to the key aspirations and priorities for Māori. Achievements over the last financial year include regular meetings between the Chairs of the three western boards and the General Manager of Hoāni Waititi Marae, whanaungatanga meetings with staff, mataawaka meetings with community and council staff, one business meeting on the marae for each local board and one Citizenship ceremony on the marae in June 2025. The present Kaitūhono at Hoāni Waititi Marae will leave at the end of this financial year and a new appointment will be made in quarter 1 of the new financial year.

38. Matariki celebrations funded by Whau Local Board were held across Te Whau, at the hubs and houses - Green Bay, Glenavon, New Windsor, Patiki, Kelston, and Blockhouse Bay and Glendene.

39. ID 499 Hub services Whau. Matariki was celebrated with music, games, journal making, poi dance, and kōrero about Te Waka o Rangi. Rongoā wānanga is popular with Sunday workshops. Te reo Māori Absolute Beginners successfully runs each term. New Lynn Hub ran a Matariki activation at Avondale Community centre making tukutuku panels for youth.

40. ID 1406 Mana Whenua Engagement. Engagement this quarter continued to build on fostering relationships with mana whenua through the rangatira-ki-te- rangatira/ chief to chief (governance) hui with Te Kawerau ā Maki and the Whau Local Board together with Waitākere Ranges and Henderson-Massey Local Boards held on Monday 16 June. Topics discussed including progress on the Te Henga Marae, Matariki events, and the Waitākere Ranges Heritage Area Deed of Acknowledgement.

41. ID 4162 Te Kete Rukuruku (Māori naming of Parks and Places) tranche three. A workshop was held and feedback received from the local board on sites that may be considered for naming in tranche three. The name Kotuitanga is a priority to be restored to Olympic Park. A report will be submitted in the first quarter of next financial year to correct the name and confirm the tranche three sites.

42. ID 4001 Citizenship ceremonies Whau - hosted at Hoani Waititi Marae. The Civic Events team delivered a citizenship ceremony hosted at Hoani Waititi Marae, with 14 people from the local board area becoming new citizens.

Ngā ritenga ā-pūtea

Financial implications

43. This report is provided to enable the Whau 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

44. 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).

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

45. 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

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

47. 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 ⇩	Quarter four work programme update	635
b ⇩	Quarter four financial appendix	657

Ngā kaihaina

Signatories

Authors	Liam Courtney - Democracy Advisor
Authorisers	Adam Milina - Local Area Manager

No.	Title	Page
a ⇩	Whau Local Board Workshop Record - 6 August 2025	669
b ⇩	Whau Local Board Workshop Record - 13 August 2025	673
c ⇩	Whau Local Board Workshop Record - 20 August 2025	677
d ⇩	Whau Local Board Workshop Record - 27 August 2025	681

Chairperson	Kay Thomas
Deputy Chairperson	Fasitua Amosa
Members	Ross Clow
	Catherine Farmer
	Valeria Gascoigne
	Sarah Paterson-Hamlin
	Warren Piper