Agenda of Te Kūkupa Committee for Strategy, Policy and Regulation Meeting

	Authorising Body	Mayor/Council
	Status	Standing Committee
COUNCIL COMMITTEE	Title	Te Kūkupa Committee for Strategy, Policy and Regulation Terms of Reference
	Terms of Reference Adoption	11 December 2025 and revised 5 March 2026 & 22 July 2026
	Responsible Officer	Group Manager Planning and Policy

Kaupapa / Purpose

Te Kūkupa Committee for Strategy, Policy and Regulation is established to provide governance oversight, leadership, and direction on the development, review, and monitoring of the Far North District Council’s strategies, policies, bylaws, and regulatory frameworks. The Committee ensures that Council’s strategic objectives are advanced through robust policy development and effective regulatory practice.

Ngā Huānga / Membership

The Council will determine the membership of the Committee.

Te Kūkupa Committee for Strategy, Policy and Regulation will comprise of at least six elected members (one of which will be the chairperson).

Kahika / Mayor Moko Tepania is an ex-officio member of all Committees.

Membership is as follows:

Cr Kelly Stratford - Chairperson

Cr Arohanui Allen - Deputy Chairperson *

Kohepu – Deputy Mayor Chicky Rudkin *

Cr Rachel Baucke

Cr Ann Court

Cr Felicity Foy

Cr Davina Smolders

*¹ Committee member by Council Resolution 5 March 2026, Deputy Chairperson by Committee Resolution 12 August 2026.

*²Committee member by Council Resolution 5 March 2026.

Kōrama / Quorum

The quorum at a meeting of Te Kūkupa Committee for Strategy, Policy and Regulation is 4 members.

Ngā Hui / Frequency of Meetings

The Committee shall meet 4 weekly.

Ngā Apatono / Power to Delegate

The responsibilities, duties and powers of the Committee are subject to the prohibition on delegation of powers under Clause 32(1), Schedule 7, Local Government Act 2002, and any other restrictions on delegation under any other relevant legislation.

Te Kūkupa Committee for Strategy Policy and Regulation may not delegate any of its responsibilities, duties or powers however it may establish working groups to consider issues within the committee’s areas of responsibilities noting that working groups have no decision-making powers.

Ngā Herenga Paetae / Responsibilities

The Committee’s responsibilities include, but are not limited to:

· Leading the development, review, and recommendation of Council strategies, policies, and bylaws.

· Overseeing the preparation and review of the Long Term Plan, Annual Plan, and associated consultation processes.

· Monitoring the implementation and effectiveness of adopted strategies and policies.

· Provide Governance level insight on Council’s approach to regulatory matters - having regard to the separation of regulatory and non-regulatory decision-making functions as between the Chief Executive and Governance (section 42(3)(a) LGA02).

· Have input into submissions on central government policy, legislation, and regulatory proposals relevant to Council’s functions.

· Considering and recommending to Council on matters relating to:

- District Plan and Resource Management Act functions,

- Environmental policy and planning,

- Economic development strategies,

- Social and community wellbeing policies,

- Climate change adaptation and mitigation policy,

- Regulatory fees and charges,

- Other strategic or regulatory matters as delegated by Council.

The Committee has delegated authority to:

· Approve for consultation draft strategies, policies, and bylaws.

· Hear and consider submissions, including oral submissions on strategies, policies, and bylaws, and recommend adoption to Council.

· Have Governance level oversight of regulatory and policy matters as specifically delegated by Council - subject to Clause 32(1), Schedule 7, Local Government Act 2002 and section 43(3)(a) of the LGA02.

· Request reports and briefings from staff on matters within its scope.

The Committee does NOT have the authority to:

· Adopt final strategies, policies, or bylaws (unless specifically delegated by Council).

· Make decisions that are the responsibility of the full Council or another committee.

Ngā Ture / Rules and Procedures

Council’s Standing Orders and Elected Member Code of Conduct apply to all meetings.

Reporting and Review of Committee Terms of Reference

In December of each year, the Responsible Officer alongside Democracy Services will submit a report to Council. The report will summarise the activities of the Committee and how it has contributed to the Council’s governance and strategic objectives. This will look at whether the Council are meeting the full requirements of the Committee Terms of Reference and whether any amendments are required to the Committees terms of reference to increase efficient and effective decision making.

The terms of reference of the Committee will be reviewed as part of this report but can be amended by Council at any point throughout the term.

Integrated Work Programme 2026 - Committee Meetings and Monthly Operational Briefings (MOBs)

Date	Forum	Key Programme / Topic	Purpose	Details to be reported on	Te Kūkupa Role / Outcome
18 March 2026	Committee	Work Programme	Adoption of the Work Programme (this document)	Adoption of Te Kūkupa work programme 2026	Approval
19 March 2026	MOB – Full Council	Planning and Policy Group – Monthly Operational Briefing	Operational awareness and progress updates	Narrative update on progress on planned works, highlights, what is planned next. Status of Submissions Confirm metrics	Note and participate as part of full Council
15 April 2026	Committee	District Plan update	Governance direction on next statutory stage	Status of District Plan, next phases, key dates and upcoming decisions	Governance assurance
15 April 2026	Committee – Workshop	LGNZ Remit topics and planning	To workshop what FNDC wants to submit on and plan any submissions or support of submissions	· Remits identified and scheduled approval by Council in alignment Zone meetings.	Oversight and Approval
16 April 2026	MOB – Full Council	Planning and Policy Group – Monthly Operational Briefing	Operational awareness and progress updates	Narrative update on progress on planned works, highlights, what is planned next. Status of Submissions Confirm metrics	Note and participate as part of full Council

Date	Forum	Key Programme / Topic	Purpose	Details to be reported on	Te Kūkupa Role / Outcome
09 September 2028	Committee	Spatial Planning, Reserves and Placemaking – development and implementation	Six-monthly governance assurance of spatial plan development and implementation	· Progress against agreed milestones and action plan · Budget tracking against allocated funding · Key performance indicators and outcome measures · Risks, constraints and interdependencies · Areas of slippage or reprioritisation · Forward look to next period	Note performance and provide governance direction
07 October 2026	Committee	Governance review of selected regulatory policies and bylaws	Review effectiveness of regulatory frameworks	· Effectiveness of current regulatory settings · Compliance and enforcement trends · Revenue versus cost (where applicable) · Identified gaps or issues · Potential review triggers	Direction on review priorities
03 December 2026	Committee	Strategies and policies – Adoption and Implementation - Six monthly	Monitoring and reporting on the implementation of adopted strategies and policies	· Implementation progress of adopted strategies and policies · Performance against intended outcomes · Risks and issues · Delivery constraints and issues Dashboard style report, narrative on what is off track and recommended corrective actions	Governance assurance
Date	Forum	Key Programme / Topic	Purpose	Details to be reported on	Te Kūkupa Role / Outcome
03 December 2026	Committee	Regulatory Performance Dashboard	Six monthly governance oversight of regulatory system performance	· Building Consent Authority performance and accreditation · Resource consent statutory compliance and trends · Compliance and enforcement activity · Environmental monitoring trends · Backlogs · Contractor performance (where applicable) · Emerging risks and issues Dashboard style report – 3 to 5 pages	Governance assurance and risk oversight
03 December 2026	Committee	Broadway Kaikohe Placemaking Plan – six-monthly progress report	Six-monthly progress reporting on implementation of the Broadway Kaikohe Placemaking Plan, including reporting back to the Kaikohe-Hokianga Community Board and Te Kūkupa Committee	· Progress on priority projects identified in the plan · Funding and implementation opportunities being pursued · Six-monthly progress reported back to the Kaikohe-Hokianga Community Board and Te Kūkupa Committee	Governance assurance

Date

Forum

Key Programme / Topic

Purpose

Details to be reported on

Te Kūkupa Role / Outcome

Monthly (to be scheduled)

MOB – Full Council

Planning and Policy Group – Monthly Operational Briefing

Operational awareness and progress updates

Narrative update on progress on planned works, highlights, what is planned next.

Status of Submissions

· Confirm metrics

For noting only

4 Te Whakaaetanga o Ngā Meneti o Mua / Confirmation of Previous Minutes

4.1 Confirmation of Previous Minutes

File Number: A5926392

Author: Imrie Dunn, Democracy Advisor

Authoriser: Aisha Huriwai, Manager - Democracy Services

Take Pūrongo / Purpose of the Report

The minutes are attached to allow the Committee to confirm that the minutes are a true and correct record of previous meetings.

tŪtohunga / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation confirm the minutes of the meeting held 12 August 2026 are true and correct.

1) TĀhuhu kŌrero / Background

Local Government Act 2002 Schedule 7 Section 28 states that a local authority must keep minutes of its proceedings. The minutes of these proceedings duly entered and authenticated as prescribed by a local authority are prima facie evidence of those meetings.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

The minutes of the meetings are attached.

Far North District Council Standing Orders Section 27.3 states that no discussion shall arise on the substance of the minutes in any succeeding meeting, except as to their correctness.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

The reason for the recommendation is to confirm the minutes are a true and correct record of the previous meetings.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

There are no financial implications or the need for budgetary provision as a result of this report.

Attachments

1. 2026-08-12 Te Kūkupa Committee for Strategy, Policy and Regulation Minutes - A5910879 ⇩

Hōtaka Take Ōkawa / Compliance schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

c) If any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water sites, waahi tapu, valued flora and fauna and other taonga.

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / Staff Assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	This is a matter of low significance.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	This report complies with the Local Government Act 2002 Schedule 7 Section 28.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	It is the responsibility of each meeting to confirm their minutes therefore the views of another meeting are not relevant.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water.	There are no implications for Māori in confirming minutes from a previous meeting. Any implications on Māori arising from matters included in meeting minutes should be considered as part of the relevant report.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example, youth, the aged and those with disabilities).	This report is asking for minutes to be confirmed as true and correct record, any interests that affect other people should be considered as part of the individual reports.
State the financial implications and where budgetary provisions have been made to support this decision.	There are no financial implications or the need for budgetary provision arising from this report.
Chief Financial Officer review.	The Chief Financial Officer has not reviewed this report.

5 Ngā Pūrongo / Reports

5.1 Local Alcohol Policy - Approval of Draft for Public Consultation

File Number: A5869021

Author: Donald Sheppard, Policy Advisor

Authoriser: Kate Ivicheva, Group Manager - Planning & Policy

Take Pūrongo / Purpose of the Report

To seek approval to consult with the public on a Draft Local Alcohol Policy (LAP) for the district.

WhakarĀpopoto matua / Executive Summary

· Under the Sale and Supply of Alcohol Act 2012, the Council may adopt a Local Alcohol Policy (LAP) to guide alcohol licensing and support the safe and responsible sale, supply, and consumption of alcohol while minimising alcohol-related harm.

· On 12 December 2024 (Resolution 2024/174 refers), Council approved the development of a LAP for the district.

· In May/June 2025, a comprehensive community survey was undertaken to understand community views on potential LAP provisions.

· On 14 May, a stakeholder workshop was held with 22 organisations in attendance, with representatives from various Iwi, Hapū, hauora, and support organisations.

· The draft Policy has been developed by a working group that includes the Police, Medical Officer of Health, and Alcohol Licensing Inspectorate.

· On 10 June 2026, a workshop was held with Te Kūkupa to obtain guidance on a working draft of the LAP. If adopted, the LAP will guide District Licensing Committee (DLC) and Alcohol Regulatory and Licensing Authority (ARLA) decisions on alcohol licence applications.

· Staff seek approval from Te Kūkupa to consult with the public on the Draft LAP (Attachment One) and Statement of Proposal for Consultation (Attachment Two) using the Special Consultative Procedure described in section 83 of the Local Government Act 2002.

tŪtohunga / Recommendation

That Te Kūkupa, under section 147B of the Sale and Supply of Alcohol Act 2012:

a) Approve the proposed Draft Local Alcohol Policy in Attachment One for public consultation;

b) Approve the Statement of Proposal for a new Local Alcohol Policy in Attachment Two to be released for public consultation to meet the requirements of section 83 of the Local Government Act 2002;

c) Approve a minimum one-month period for making written submissions on the Statement of Proposal;

d) Delegate authority to the Chair of Te Kūkupa to decide on the date and arrangements for any oral presentation/s of submissions;

e) Direct Council staff to make all necessary logistical arrangements for submitters to be heard in person or online via Microsoft Teams;

f) Authorise the Chief Executive to make any necessary minor drafting or presentation amendments to the Draft Local Alcohol Policy and attached supporting documents to correct errors or omissions prior to public release.

1) TĀhuhu kŌrero / Background

What is a Local Alcohol Policy (LAP)?

A LAP is a council policy, developed with the community under the Sale and Supply of Alcohol Act 2012 (the Act) to support the safe and responsible sale, supply, and consumption of alcohol and minimise alcohol-related harm in the district.

A LAP applies to licensing decisions and may address matters such as trading hours, the location and density of licensed premises, and discretionary licence conditions. Under sections 105 and 131 of the Act, the DLC and ARLA must have regard to a LAP when considering licence applications and renewals.

LAP development

On 16 November 2023, the Council authorised staff to conduct research into making a LAP (Resolution 2023/146 refers). The findings of this research are summarised in the Statement of Proposal (Attachment Two).

On 12 December 2024, based on the research findings, the Council approved the development of a LAP for the District (Resolution 2024/174 refers).

In May/June 2025, a comprehensive survey of Far North residents was undertaken to understand community views on potential LAP provisions.

From mid-2025 to August 2026, staff engaged with community groups and licensees to understand their views. A workshop was held in May, 66 people attended representing 22 different organisations including Iwi, Hapū, Hauora, and social agencies.

The draft LAP has been developed by a Working Group including the Police, the Medical Officer of Health, and the Alcohol Licensing Inspectorate.

On 10 June 2026, a workshop was held with Te Kūkupa to obtain guidance on a working draft of the LAP. Further input was then sought from Te Kūkupa on how to treat sensitive facilities such as schools in the LAP.

Changes to the Draft LAP after the workshop with Te Kūkupa on 10 June 2026

LAP clause/s	Changes made	Rationale
3.1.3	Simplified the wording of “rebuttable presumption” clauses regarding applications for new off-licences	To replace legal jargon for ease of understanding
3.1.3 (b)	Added exceptions to the general rule that new off-licences will not be approved, i.e. for breweries, distilleries and winery cellar doors	Further licences for breweries, distilleries and winery cellar doors will pose little harm to the public
Definitions	Sensitive facilities to include places catering for children and drug/alcohol addiction centres but not marae or places of worship	Marae and places of worship considered to have a lower need for protection from proximity to licensed premises by both respondents to the public survey and by Te Kūkupa members
3.1.5 3.2.2 3.2.3	Included explanatory boxes for ‘sensitive facilities’ in appropriate places in the Draft LAP	To provide clarity
3.1.5 3.2.2	Buffer zone for sensitive facilities changed from 200 metres to 100 metres	Investigation showed that sensitive facilities located 100 to 200 metres away from licensed premises are relatively less likely to be observed by users of these facilities
Definitions	Revised definition of the District Plan	More accurate definition provided by the District Plan team

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

Relevant legislation

The Act enables Council to make a LAP for alcohol licensing matters in the district to ensure alcohol is sold, supplied, and consumed safely and responsibly, and that alcohol-related harm is minimised.

Section 77 of the Act provides for a LAP to include policies on the following licensing matters:

a) location of licensed premises by reference to broad areas

b) location of licensed premises by proximity to premises of a particular kind or kinds - for example, how close bottle stores can be to each other

c) location of licensed premises by proximity to facilities of a particular kind or kinds - these facilities include ‘sensitive facilities’ such as places catering for children and alcohol addiction treatment centres

d) whether further licences should be issued - the Council may impose a cap or ‘sinking lid’ on issuing further licences where the current number of licences is considered excessive

e) maximum trading hours - default trading hours are stated in the Act. Council may reduce or increase these hours to reflect community preferences

f) issuing licences subject to discretionary conditions - these are conditions that the DLC may or may not apply to specific licences and may cover areas such as noise control, outdoor advertising of alcohol, and safety and security provisions etc.

g) one-way door restrictions - these restrictions allow patrons to leave premises such as bars, taverns, pubs, and nightclubs but not to re-enter these premises after a certain time.

Under sections 105 and 131 of the Act, the DLC and ARLA must have regard to the LAP when considering licence applications and renewals in the district.

Summary of the research findings

The research findings are summarised in the Statement of Proposal (Attachment Two). For more in-depth information, refer to the full research report attached to the Council meeting on 12 December 2024^{^[1]}.

Content of the Draft LAP

The Draft LAP is informed by research, community survey results, engagement with licensees, meetings with community and hauora organisations, and input from Police, Licensing Inspectors, and the Medical Officer of Health.

Staff have aimed to produce a Draft LAP that reasonably reflects community views, the data and research, while providing a balanced and proportionate response to alcohol-related harm in the community.

The content of the Draft LAP (Attachment 1) complies with section 77 of the Act (Content of policies).

Key elements of the draft LAP include:

· setting maximum trading hours for licensed premises

· restrictions on granting further Off-Licences for bottle stores, groceries and supermarkets in the district

· discretionary conditions for Off-licences that the DLC may apply regarding:

o limiting new taverns, pubs, nightclubs, and Class 1 restaurants located close to licensed premises of the same type

o protecting vulnerable users of places catering for children and alcohol and drug addiction treatment centres

o not allowing the sale of single units of some types of alcoholic beverages that were packaged as multiple-unit packs

o prohibiting the purchase of alcohol using Buy Now Pay Later contracts

o limiting alcohol advertising on the exterior of alcohol outlets

o crime prevention, surveillance, and social responsibility practices.

· discretionary conditions for On-Licences and Licensed Clubs regarding:

o supervised areas for minors

o protecting vulnerable users of places catering for children and alcohol and drug addiction treatment centres

o setting maximum patron numbers

o applying one-way door restrictions where alcohol-related disorder has been reported late at night near a premises

o noise control and the management of outdoor areas

o crime prevention, surveillance, and host responsibility practices.

· discretionary conditions for Special Licences regarding the management of events.

Consultation

As required by section 78 of the Act, Council has consulted with the Police, Licensing Inspectors, and the Medical Officer of Health on the design of the draft LAP.

Section 79 requires Council to consult on the Draft LAP using the Special Consultative Procedure (SCP) described in section 83 of the Local Government Act 2002. An SCP requires at least one month for consultation.

Section 83 requires Council to prepare a Statement of Proposal explaining what is proposed and how the public can provide their feedback (Attachment Two).

To ensure a range of options for people to respond as they prefer to the Statement of Proposal, Council staff will:

· encourage people to present their views primarily online

· provide a submission form for download on the website for people to print and make written submissions either by post or delivery to Council offices

· inform people that Council offices will print the Draft LAP, proposal document and submission form if they are unable to print the documents themselves

· email a link to the webpage for making submissions to the Council’s “subscribers” database and share this link on the Council’s social media pages.

Council staff expect there may be requests to present submissions verbally to elected members. Staff therefore recommend the Committee delegates to the Te Kūkupa Chair the power to arrange and change the date of any verbal presentations of submissions.

OPTIONS

Option 1: Approve the proposed Draft LAP for public consultation using the Special Consultative Procedure. This is the recommended option.

Option 2: Do not approve the proposed Draft LAP for public consultation

	Advantages	Disadvantages
Option 1: Approve the proposed Draft LAP for public consultation using the Special Consultative Procedure Recommended	Enables Council to meet the statutory requirement to consult on the Draft LAP before a LAP can be adopted Supports transparent and evidence-based decision-making by testing the Draft LAP with the wider community before final decisions are made. Provides interested parties with a formal opportunity to comment on the proposed Draft LAP.	Consultation may raise strong or conflicting views from community members, licensees, and enforcement agencies.
Option 2: Do not approve the proposed Draft LAP for public consultation	None identified	The development of a LAP will stop. Will be inconsistent with Council’s previous decision to develop a LAP. Will not support testing the Draft LAP with the wider community before final decisions are made. Will not provide interested parties with a formal opportunity to comment on the proposed Draft LAP.

Advantages

Disadvantages

Option 1: Approve the proposed Draft LAP for public consultation using the Special Consultative Procedure

Recommended

Enables Council to meet the statutory requirement to consult on the Draft LAP before a LAP can be adopted

Supports transparent and evidence-based decision-making by testing the Draft LAP with the wider community before final decisions are made.

Provides interested parties with a formal opportunity to comment on the proposed Draft LAP.

Consultation may raise strong or conflicting views from community members, licensees, and enforcement agencies.

Option 2: Do not approve the proposed Draft LAP for public consultation

None identified

The development of a LAP will stop.

Will be inconsistent with Council’s previous decision to develop a LAP.

Will not support testing the Draft LAP with the wider community before final decisions are made.

Will not provide interested parties with a formal opportunity to comment on the proposed Draft LAP.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

The Draft LAP has been developed through research, stakeholder and community engagement, input from enforcement agencies, and guidance from Te Kūkupa. Staff consider it is now appropriate to proceed to formal public consultation.

NEXT STEPS

Consultation must run for at least one month, and written submissions will be accepted from 12 October to 15 November (five weeks), with oral submissions in early December, depending on Te Kūkupa availability.

Staff will then aim to report submissions analysis and the proposed final LAP to Te Kūkupa in the first quarter of 2027 for a recommendation to Council to adopt the LAP.

IMPLICATIONS UNDER THE HEAD START PROGRAMME

Potential amalgamation of local councils in Northland may affect FNDC strategies, policies, and bylaws, including the LAP. Neither Whangārei nor Kaipara District Councils currently have a LAP. However, the Act allows a LAP to apply to only part of a district, so the proposed LAP could continue to apply to the current Far North area if an enlarged district is created.

IMPLICATIONS UNDER THE REGULATORY STANDARDS ACT 2025 (RSA)

The Regulatory Standards Act 2025 (RSA 2025) applies to new secondary legislation adopted by Council from 1 July 2026. LAP provisions on maximum trading hours or one-way-door policies are secondary legislation and will require a Consistency Accountability Statement when the LAP is adopted.

Consultation on the Draft LAP under sections 82 and 83 of the Local Government Act 2002 will ensure compliance with the consultation principle stated in section 9(i) of the RSA 2025.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

LAP development costs, including staff time, engagement, and external legal advice, have been met from existing budgets. No new implementation costs are expected, apart from public notification costs required by the Act.

Any additional initiatives, implementation, or enforcement costs that cannot be managed within existing budgets will need to be identified by the teams responsible and considered through the appropriate budgeting and planning processes.

Having a LAP in place may reduce the number of costly hearings regarding objections to the DLC’s decisions, as a LAP will give the DLC and licensed premises clearer direction regarding Council’s intentions for alcohol licensing.

Āpitihanga / Attachments

1. Draft LAP - A5933144 ⇩

2. Statement of Proposal LAP - A5933160 ⇩

Hōtaka Take Ōkawa / Compliance Schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision-making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / Staff Assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	Under the Significance and Engagement Policy, developing a LAP is highly significant as: · this area is not covered by current plans or policies · developing a LAP has a high level of public interest · a LAP is likely to be of particular interest to Māori given the disproportionate level of alcohol-related harms experienced by Māori.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	Legislation: · Sale and Supply of Alcohol Act 2012 · Local Government Act 2002 · section 14(c) - Council’s decisions should take into account: a) the diversity of the community, and the community’s interests within its district; b) the interests of future as well as current communities · Health Act 1956 · section 23 provides that it is the duty of every local authority to improve, promote and protect public health within its district. Council’s Long-Term Plan Community Outcomes: · communities that are healthy, safe and connected District Plan Objectives and Policies · see section 4.5 of the research report attached to the 12 December 2024 report to Council Alcohol Control Bylaw 2018 · see section 4.4 of the research report
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	The sale, supply, and consumption of alcohol has district-wide relevance across the Far North District with 83% of adults aged 15 or more in Northland having consumed alcohol in the past year (2017-20 results). For this reason, LAP development has involved a district-wide approach, rather than working at the local community level. However, the Community Boards were briefed on the project and identified local stakeholders for engagement.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. State the possible implications and how this report aligns with Te Tiriti o Waitangi / The Treaty of Waitangi.	A LAP has potential implications for Māori communities, who are disproportionately affected by the harms and problems associated with alcohol use. To understand impacts on Māori, Council staff engaged with Iwi and Hapū representatives in a variety of ways: · discussion with Whiria Te Muka to obtain insights from Te Hiku Iwi regarding alcohol-related domestic violence and the desire for Iwi and hapu to have their say on a LAP · meetings with hauora organisations to understand alcohol-related public health issues affecting Māori in the Far North · a hui in Ngāwhā attended by Iwi, Hapū, and hauora representatives from across the district. Including Ngāpuhi, NgāiTakoto, Ngāti Tautahi. Te Hiku Iwi, Whiria Te Muka, Te Rarawa, Ngāti Hine Health, Hauora Hokianga, Te Taumata Hauora, Te Pūtahi-Nui-o-Rehua, Whakawhitiora Pai, and Te Hau Ora o Ngāpuhi.
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities).	Practically all members of the community are affected by the sale, supply, and consumption of alcohol in the district. Existing licensees are very interested in the LAP and their views were sought. As discussed in section 9.2 of the research report attached to the Council report on 12 December 2024, demographic groups that are particularly vulnerable to alcohol-related harms include: · children · young adults and adults aged 15 to 44 · those living in areas with high social deprivation · males · Māori (particularly Māori men).
State the financial implications and where budgetary provisions have been made to support this decision.	LAP development costs, including staff time, engagement, and external legal advice, have been met from existing budgets. No new implementation costs are expected, apart from public notification costs required by the Act, which will be met from existing budgets. Having a LAP in place may reduce the number of costly hearings regarding objections to the DLC’s decisions.
Chief Financial Officer review.	Chief Financial Officer have not reviewed this report.

5.2 FNDC Housing Strategy - Draft for Approval

File Number: A5790006

Author: Steve Rylands, Senior Policy Advisor

Authoriser: Kate Ivicheva, Group Manager - Planning & Policy

Take Pūrongo / Purpose of the Report

To seek a recommendation from Te Kukupa that Council adopt the He Kāinga Mana Housing Strategy.

WhakarĀpopoto matua / Executive Summary

· On 11 December 2023, Council resolved (resolution 2023/159) to approve development of a Housing Strategy for the Far North District and to endorse an Interim Housing Action Plan.

· The draft He Kāinga Mana Housing Strategy (Attachment 1) has been developed in response to that decision, informed by data on housing need and by targeted engagement with Iwi, Hapū, Māori housing providers, Community Housing Providers, developers, and Government agencies.

· The Strategy will give Council a prominent role as an enabler, coordinator and advocate for housing outcomes. It does not confer on Council a role as a provider of housing. This reflects the reality that Council does not build or fund housing at any scale.

· Feedback from stakeholders has been carefully considered and, where it is within scope, has been incorporated into the draft Strategy.

· The Strategy can be implemented within existing resources. Representatives from the teams responsible for the action plan participated in the working group and confirmed that the proposed actions are achievable within their current resourcing.

tŪtohunga / Recommendation

That Te Kūkupa recommend that Council:

a) adopt the He Kāinga Mana Housing Strategy at Attachment 1, and

b) authorise the Chief Executive to make any necessary minor drafting amendments to the strategy document to correct errors or omissions.

1) TĀhuhu kŌrero / Background

On 11 December 2023, Council resolved (resolution 2023/159) to approve development of a Housing Strategy for the Far North District and endorse an Interim Housing Action Plan. This resolution recognised housing as one of the district's most significant social, economic and wellbeing challenges. The report to Council reported a stark problem — a five-fold increase in Housing Register applicants since 2018, 27.6 percent of Māori living in overcrowded homes, an affordability index of 6.6 (severely unaffordable), and Northland having the country's worst housing quality.

Council agreed to establish an Interim Housing Action Plan as a bridging solution. It guided Council’s immediate housing work and decisions while the longer-term Housing Strategy was developed, explicitly recognising that the need for action was urgent.

An important element of the Interim Housing Action Plan was the commissioning of a Housing and Business Development Capacity Assessment (HBA) to provide evidence of how well placed the district is to meet future housing needs. The assessment was that supply constraints are about affordability and feasibility rather than a lack of zoned land. This finding reinforced the rationale for the Housing Strategy – Council needed a collaborative, multi-agency strategy addressing financial and structural barriers to development.

Another important achievement was the adoption in July 2025 of Te Kiri Waiwai o Papatūānuku - Whenua Māori strategy. This is Council’s strategy to support whānau, Hapū and Iwi to occupy, develop and use whenua Māori.

Staff have prepared the draft He Kāinga Mana Housing Strategy, informed by demographic and housing-need data and by a period of targeted engagement with Iwi, Hapū, Māori housing providers, Community Housing Providers and Government agencies. He Kāinga Mana has been developed to work alongside Te Kiri Waiwai o Papatūānuku, with both strategies intended to be read as a connected response to housing in the district.

On 25 March 2025, early development of the Housing Strategy was workshopped with elected members.

The Housing Portfolio has supported and provided advice on the development of the Housing Strategy.

2) matapaki me NgĀ KŌwhiringa / Discussion and Options

Nature of the Strategy: Council as enabler, not deliverer

The Strategy's central design feature is that it positions Council as an enabler, coordinator, and advocate for housing outcomes, not a direct deliverer of housing. He Kāinga Mana states that Council does not directly deliver housing or social services, but that it partners with the agencies, Iwi, Hapū and organisations that do so. Council's only current direct housing delivery role remains the Housing for the Elderly portfolio.

This framing of the Strategy reflects the practical levers available to Council: planning and consenting processes, infrastructure sequencing, strategic use of Council land, provision of housing information, and the strength of its partnerships.

Focus Areas

The Strategy is built around five focus areas that operationalise this enabling role:

· Te Manawatōpū — collaboration and coordination - bring Council, Iwi, Hapū, providers, developers, agencies and communities together to share information, align effort and address barriers to housing delivery

· Kaitiakitanga — sustainability and resilience - ensure that future housing and supporting infrastructure are planned for safe, climate-resilient locations and that they can respond to hazards such as flooding, erosion and drought

· Whanaungatanga — connection, place and belonging - support Māori-led housing, papakāinga and other collective housing pathways, while enabling people to remain connected to whānau, whenua, marae and support networks

· Tū Tangata — affordability and housing choice - encourage a greater diversity of suitable, accessible and affordable homes, including housing that supports people to age in place, young people to remain locally, and multigenerational living

· Mana Tangata — dignity, wellbeing and housing quality - improve understanding of housing conditions and need, and work with partners to address poor-quality, cold, damp, overcrowded or otherwise unsuitable homes.

Risk and mitigations

There is a risk that some stakeholders may criticise the absence of hard housing delivery targets as a weakness rather than the deliberate design choice it represents. This risk can be mitigated by clearly explaining that the Strategy's role is to coordinate and enable, not to deliver housing build programmes. A further risk is that the cross-sector Interagency Housing Working Group and associated actions rely on continued engagement from partners. This risk is mitigated through the Strategy's three-yearly review cycle and ongoing implementation reporting.

Implications for Māori

He Kāinga Mana has been shaped through targeted engagement with Iwi, Hapū and Māori housing organisations, and will work alongside Te Kiri Waiwai o Papatūānuku - Whenua Māori Strategy as a connected response to housing challenges in the district. Feedback from Māori organisations has directly informed strengthening the Strategy's treatment of kaupapa Māori housing pathways and recognition of Māori-led housing delivery across all land types. Council will continue to work with Iwi and Hapū through Te Hono and other established relationships as the Strategy is implemented.

Significance and Engagement

The proposal has been assessed using FNDC’s Significance and Engagement Assessment Matrix. In line with the Significance and Engagement Policy, the recommendation to develop a housing strategy will have little effect on financial thresholds, ratepayers, specific demographics, or levels of service. The recommendation is consistent with existing plans and policies. It is a non-statutory, enabling document consistent with Council's existing plans and policies. It does not commit Council to new expenditure or new functions. Therefore, the level of significance is low.

Engagement took place with ~50 housing-related providers/agencies regarding housing issues. issues. For example:

· Government agencies e.g., MHUD and MSD

· Iwi / Hapū organisations e.g., Ngāti Kahu, Ngati Rehia, Te Hau Ora O Ngāpuhi, Te Hiku Iwi Development Trust, Te Rūnanga o Whaingaroa.

· Developers e.g., GJ Gardner’s

Engagement included numerous workshops, meetings, and opportunities for review and feedback on the draft. Over 25 organisations attended the initial workshop.

The following Council teams have participated in the development of the Strategy:

· Strategy and Policy

· Integrated Planning

· Climate Action and Resilience

· Resource Consents

· Building Consents

· Te Hono

· Executive Projects

· Communications and Engagement

The recommended engagement approach is to inform. This approach is considered proportionate because it reflects the likely scale of impact, FNDC’s obligations under Part 6 of the Local Government Act 2002, and the engagement already undertaken with interested and affected parties.

Implementation and Review

Implementation of He Kāinga Mana will be overseen through the proposed Inter-agency Housing Working Group. Progress will be reported through a formal three-yearly review cycle, using measures that track both enabling actions — such as planning, infrastructure, data and coordination — and housing outcomes across the continuum. The action plan will be refreshed at each review to reflect delivery progress, new evidence and partner feedback.

Options:

Option 1: He Kāinga Mana – Housing Strategy is adopted by Council (recommended option)

Approval of the strategy will provide a guiding direction for FNDC on actions to improve housing outcomes in the district, addressing the problems identified in 2023.

Advantages:

· Adopting the strategy will:

o provide a clear, evidence-based 10-year direction for addressing the district's housing affordability, supply and quality problems

o unlock funding opportunities from government agencies and philanthropic funders, who typically require a strategic framework and evidence base before committing investment

o build credibility on housing policy with Iwi, Hapū and Government

o create a mechanism to coordinate the many organisations already active in housing delivery

o align and integrate housing decisions with other core strategies (District Plan, Infrastructure Strategy, Long-Term Plan, Spatial Plan), so improving overall planning coherence and efficiency

o support economic and social benefits from enabling diverse, affordable housing supply, including retention of younger residents and workers and improved outcomes for an ageing population.

Disadvantages:

· No disadvantages have been identified by staff.

Option 2: He Kāinga Mana – Housing Strategy is not adopted by Council

The status quo remains. Council’s role in housing remains ambiguous and developed ad hoc.

Advantages:

· No advantages have been identified by staff.

Disadvantages:

· Not adopting the strategy will:

o forfeit the scoping, engagement and evidence-gathering work

o leave adverse housing indicators unaddressed

o risk damaging trust and relationships with Iwi, Hapū, mana whenua, community housing providers and government agencies who have invested significant time in engagement

o continue an ad-hoc approach to housing across Council teams

o fail to respond to the Public Housing Investment Plan 2025, which identified the Far North as a priority investment location due to need — a signal that could result in Council losing influence over how external investment is directed in the district

o provide no mechanism to track or improve the currently poor and fragmented housing quality data

o send a signal of reduced Council commitment to housing wellbeing.

Option 3: He Kāinga Mana – Housing Strategy is put out for Public Consultation prior to adoption

Public Consultation will provide the wider public the opportunity to voice their thoughts on the Strategy. Public consultation would run for four weeks (dates would need to be confirmed if this option is taken up).

However, most of the actions identified in the Strategy align with improving our internal processes and supporting Council’s role as an enabler, coordinator and advocate of housing outcomes, not as a direct deliverer of housing. There is a risk that the community may have an expectation that a housing strategy would provide plans and actions regarding the delivery of built houses.

Therefore, staff do not recommend this option.

TAKE TŪTOHUNGA / REASON FOR THE RECOMMENDATION

He Kāinga Mana responds directly to Council's 2023 decision to develop a Housing Strategy. The need for such a strategy remains as compelling today as it was the case in 2023.

3) PĀnga PŪtea me ngĀ wĀhanga tahua / Financial Implications and Budgetary Provision

Council teams involved in developing He Kāinga Mana confirmed that the action plan, as currently proposed, can be implemented within existing budgets. Any future initiatives or material changes to the action plan that require additional funding would be identified by the responsible teams and considered through the appropriate planning and budgeting processes.

Āpitihanga / Attachments

1. He Kāinga Mana - Far North District Council Housing Strategy - A5920181 ⇩

Hōtaka Take Ōkawa / Compliance Schedule:

Full consideration has been given to the provisions of the Local Government Act 2002 S77 in relation to decision making, in particular:

1. A Local authority must, in the course of the decision-making process,

a) Seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

b) Assess the options in terms of their advantages and disadvantages; and

2. This section is subject to Section 79 - Compliance with procedures in relation to decisions.

He Take Ōkawa / Compliance Requirement	Aromatawai Kaimahi / Staff Assessment
State the level of significance (high or low) of the issue or proposal as determined by the Council’s Significance and Engagement Policy	In line with the Significance and Engagement Policy, the recommendation to develop a housing strategy will have little effect on financial thresholds, ratepayers, specific demographics, or levels of service. The recommendation is consistent with existing plans and policies. Therefore, the level of significance is low.
State the relevant Council policies (external or internal), legislation, and/or community outcomes (as stated in the LTP) that relate to this decision.	· Local Government Act 2002 · alignment with the: o Long-Term Plan o Infrastructure Strategy, o District Plan, o Climate Action Policy, o Te Kiri Waiwai o Papatūānuku (Whenua Māori Strategy), o Te Pātukurea (Kerikeri-Waipapa Spatial Plan) o District Wide Spatial Strategy.
State whether this issue or proposal has a District wide relevance and, if not, the ways in which the appropriate Community Board’s views have been sought.	He Kāinga Mana has district-wide relevance, while incorporating a place-based approach that recognises differences between communities, including Te Hiku, Hokianga, Whangaroa and the mid-north.
State the possible implications for Māori and how Māori have been provided with an opportunity to contribute to decision making if this decision is significant and relates to land and/or any body of water. State the possible implications and how this report aligns with Te Tiriti o Waitangi / The Treaty of Waitangi.	He Kāinga Mana has been informed by targeted engagement with Iwi, Hapū and Māori housing organisations, and is designed to work alongside Te Kiri Waiwai o Papatūānuku. The following Iwi / Hapū / Māori housing developers have been engaged in the development of the Strategy · Kahukuraariki Trust · Ngāti Kahu · Ngati Rehia · Takou Trust · Te Hau Ora O Ngāpuhi · Te Hiku Iwi Development Trust · Te Pouahi o Te Taitokerau · Te Putahi-Nui-o Rehua · Te Roroa Social Development · Te Rūnanga o Whaingaroa · Te Taumata Hauora o Te Kahu o Taonui · Te Tii (Waitangi) B3 Trust · Waitomo Papakainga Development Society · Whare Āwhina
Identify persons likely to be affected by or have an interest in the matter, and how you have given consideration to their views or preferences (for example – youth, the aged and those with disabilities).	Iwi and Hapū; Māori housing trusts and providers have been listed above. Other interested and affected parties that have engaged on the Strategy, include: · GJ Gardner's Far North · Claud Switzer Memorial Trust · Kāinga Ora · Ministry of Housing and Urban Development · Northland NZ · Public Service Commission / MSD · Whare Timatatanga Hou Ora - Kaitaia Women’s Refuge
State the financial implications and where budgetary provisions have been made to support this decision.	None
Chief Financial Officer review.	Chief Financial Officer have not reviewed this report

6 Ngā Pūrongo Taipitopito / Information Reports

6.1 Sport Northland Report 2025-2026

File Number: A5928105

Author: Peggy Veen, Principal Advisor

Authoriser: Jacine Warmington, Group Manager - Strategic Relationships

TAKE PŪRONGO / Purpose of the Report

The purpose of this report is to provide Te Kūkupa Committee for Strategy, Policy and Regulation with the annual report 2025-2026 from Sport Northland as an update on outcomes delivered through the partnership between Far North District Council and Sport Northland, including the activities supported by the annual funding agreement.

WHAKARĀPOPOTO MATUA / Executive SummarY

· This report summarises the outcomes delivered through the longstanding partnership between Far North District Council (FNDC) and Sport Northland. The partnership contributes to Council’s strategic objectives by improving community wellbeing and resilience, enabling equitable access to services and facilities, and supporting community-led development across the Far North.

· A funding agreement between FNDC and Sport Northland supports this work, including partial funding for two Community Connector roles.

TŪTOHUNGA / Recommendation

That Te Kūkupa Committee for Strategy, Policy and Regulation receive the Sport Northland Report 2025-2026.

tĀHUHU KŌRERO / Background

Far North District Council (FNDC) has maintained a funding and service delivery partnership with Sport Northland for more than 25 years to support play, active recreation and sport outcomes across the Far North District. The agreement enables Sport Northland to deliver programmes, community development initiatives, funding distribution, capability building, and strategic planning support on behalf of Council.

The current funding agreement 2025 – 2027, supports the employment of 2 community connectors that work primarily in targeted communities. These communities are currently: Kaitaia, Ahipara, Taipa, Kaikohe, South Hokianga and Kawakawa/Moerewa. These community connectors are employed by Sport Northland.

In addition, Sport Northland helps to facilitate the development of independently produced Spaces and Places plans to underpin the Northland Sports Facility Plan aligned with Kōkiri ai te Waka Hourua.

The agreement also supports Council’s broader goals by contributing to the planning and development of community recreation infrastructure and initiatives. They also support smaller projects that would be considered local placemaking and support the Spaces and Places Strategy.

The summary of amounts funded are:

2025-2026 Funding Agreement: $162,868 + $5000 (recognition awards)

2026-2027 Funding Agreement: $174,268 + $5000 (recognition awards)

Sport Northland provide six monthly reporting, an annual report (attached) on the whole of Sport Northland operations and deliver Community Board presentations at least once a year to each Board area.

MATAPAKI ME NGĀ KŌWHIRINGA / Discussion and Next Step

Sport Northland is a longstanding strategic partner that supports Council to advance community wellbeing, resilience and equitable access to play, active recreation and sport opportunities across the Far North. The partnership has strengthened relationships across several areas of Council and provides a practical link between strategic planning, community-led development and local delivery.

The annual funding agreement enables Sport Northland to maintain targeted support through two Community Connector roles. This place-based approach helps identify local priorities, build community capability and connect communities with programmes, funding and recreation opportunities.

Sport Northland’s contribution to Spaces and Places planning also supports evidence-based decisions about recreation infrastructure and alignment with the Northland Sports Facility Plan and Kōkiri ai te Waka Hourua. Sport Northland, the three District Councils and Regional Council are undertaking a comprehensive review and refresh of Kōkiri ai te Waka Hourua, the strategy for play, active recreation and sport (PARS) for the Northland Region. This will include a review and refresh for the District Spaces Plans and Regional Sporting Facilities Plan which will all be included within one integrated document.

The six-monthly reporting, annual operational report and annual Community Board presentations provide ongoing visibility of delivery and create opportunities for elected members and communities to review progress. Future reporting should continue to clearly describe activities, geographic reach, participation and community outcomes so Council can assess the value and impact of its investment.

Next steps are to:

· receive and review Sport Northland’s six-monthly and annual reporting against the outcomes and activities in the funding agreement;

· continue regular engagement between Council staff and Sport Northland to align work programmes with Council priorities and community needs;

· support Sport Northland to present progress and local outcomes to each Community Board at least annually;

· use reporting and engagement findings to inform future Spaces and Places planning and related recreation investment decisions; and

· consider the case for ongoing funding through the Long-Term Plan process, informed by evidence of reach, outcomes and strategic alignment.

PĀNGA PŪTEA ME NGĀ WĀHANGA TAHUA / Financial Implications and Budgetary Provision

The funding agreement is included in the current financial year’s budget. Ongoing funding may need to be considered for inclusion in the Long-Term Plan.

Āpitihanga / Attachments

1. FNDC Report July 2026 - A5930897 ⇩

2. KŌKIRI AI TE WAKA HOURUA - A3906668 ⇩

3. Far North Spaces & Places (Facilities) Plan 2021-2030 - A5360408 ⇩