Agenda of Projects, Services and Operations Committee Meeting

Unconfirmed Projects, Services and Operations Committee Meeting Minutes

18 February 2020

MINUTES

Projects, Services and Operations Committee Meeting

Tuesday, 18 February 2020

Order of Business

1 Apologies. 3

2 Public Forum.. 3

2.1 Paul Godwin - Kulim Park Active Ageing Gym.. 3

2.2 Terry Molloy – Bus service for cruise passengers into the CBD.. 4

3 Acceptance of Late Items. 4

4 Confidential Business to be Transferred into the Open. 4

5 Change to Order of Business. 4

6 Confirmation of Minutes. 5

6.1 Minutes of the Projects, Services and Operations Committee Meeting held on 3 December 2019. 5

7 Declaration of Conflicts of Interest 5

8 Business. 5

8.1 Baywave project review.. 5

8.2 Kulim Park Upgrade Update. 6

8.5 Petition - Street light changes. 8

8.3 Elizabeth Street Upgrade Update. 8

8.11 General Manager's Report - Community Services. 9

8.4 Waiari Update and Implications for Future Development Contributions. 11

8.6 General Manager's Report - People & Engagement 11

8.7 General Manager's Report - Strategy & Growth. 12

8.8 General Manager's Report - Infrastructure. 12

8.9 General Manager's Report - Corporate Services. 13

8.10 General Manager's Report - Regulatory and Compliance. 14

9 Discussion of Late Items. 14

10 Public Excluded Session. 14

10.1 Te Papa and Plan Change Contract Renewal 15

MINUTES OF Tauranga City Council

Projects, Services and Operations Committee Meeting

HELD AT THE Tauranga City Council, Council Chambers, 91 Willow Street, Tauranga

ON Tuesday, 18 February 2020 AT 9am

PRESENT: Chairperson Kelvin Clout, Deputy Chairperson Jako Abrie, Mayor Tenby Powell, Cr Larry Baldock, Cr Andrew Hollis, Cr Heidi Hughes, Cr Dawn Kiddie, Cr Steve Morris, Cr John Robson, Cr Tina Salisbury, and Emily Gudsell (Tangata Whenua Representative)

IN ATTENDANCE: Marty Grenfell (Chief Executive), Paul Davidson (General Manager: Corporate Services), Barbara Dempsey (General Manager: Regulatory & Compliance), Susan Jamieson (General Manager: People & Engagement), Nic Johansson (General Manager: Infrastructure), Christine Jones (General Manager: Strategy & Growth), Gareth Wallis (General Manager: Community Services), Anne Blakeway (Manager: CCO Relationships and Governance), Richard Conning (Team Leader: Waters Project), Doug Spittle (Team Leader: Urban Spaces), James Wickham (Team Leader: Tauranga Transport Operations Centre), Coral Hair (Manager: Democracy Services), Robyn Garrett (Team Leader: Committee Support), Raj Naidu (Committee Advisor), and Jenny Teeuwen (Committee Advisor)

1 Apologies

Apology

Committee Resolution PR1/20/1

Moved: Chairperson Kelvin Clout

Seconded: Cr John Robson

That the apology from Cr Bill Grainger be accepted.

Carried

2 Public Forum

2.1 Paul Godwin - Kulim Park Active Ageing Gym

Key points

· Mr Godwin was an advocate for the active ageing gym in Kulim Park. He had observed that people did use it.

· Public engagement data for the Kulim Park upgrade showed that the majority of park users were aged 60 plus.

· Requested that an upgrade of the active ageing gym be included as part of the overall park upgrade with an equal distribution of funds for both the children’s playground and the active ageing gym.

· Requested that the active ageing gym be kept separate from the children’s playground.

In response to questions

· Children playing in the woodchips around the gym discouraged people from using it.

· Increased amount and types of equipment for all age demographics, similar to outdoor gyms seen overseas, would encourage more participation.

2.2 Terry Molloy – Bus service for cruise passengers into the CBD

Key points

· Business owners in the CBD were struggling with the city centre revitalisation.

· Cruise ship passengers in reasonable numbers would sustain businesses through the winter.

· Council’s support was requested to fund a free bus service for cruise ship passengers for the remainder of the cruise ship season.

In response to questions

· Mainstreet Tauranga would be open to collaborating with Mount Mainstreet regarding the bus service.

· Mainstreet Tauranga did not want the bus service to be viewed as only offering a shopping opportunity.

· Part of the bus service model for cruise ship passengers included ambassadors.

3 Acceptance of Late Items

Acceptance of late items

Committee Resolution PR1/20/2

Moved: Cr John Robson

Seconded: Cr Larry Baldock

That the letter to the Chief Executive from Mainstreet Tauranga dated 14 February 2020 regarding interim funding of cruise ship shuttles be accepted as a late item. This item is relevant to item 8.11 General Manager’s Report – Community Services.

Carried

Attachment

Letter from Tauranga Mainstreet - Request for interim funding of cruise ship shuttles

4 Confidential Business to be Transferred into the Open

Nil

5 Change to Order of Business

Change the Order of Business

Committee Resolution PR1/20/3

Moved: Chairperson Kelvin Clout

Seconded: Deputy Chairperson Jako Abrie

Amends the order of business so that item 8.11 General Manager’s Report – Community Services is the first order of business following the lunch break.

Carried

6 Confirmation of Minutes

6.1 Minutes of the Projects, Services and Operations Committee Meeting held on 3 December 2019

Committee Resolution PR1/20/4

Moved: Cr Steve Morris

Seconded: Cr Tina Salisbury

That the minutes of the Projects, Services and Operations Committee meeting held on 3 December 2019 be confirmed as a true and correct record.

Carried

Discussion Points

· A meeting with Mount Mainstreet would be held in March to discuss options for the location of “Mountie”. A condition assessment of the statue would be undertaken before then.

· Staff had received an update for the Tsunami project budget and this would be circulated to councillors.

7 Declaration of Conflicts of Interest

Nil

8 Business

8.1 Baywave project review

Staff Anne Blakeway, Manager: CCO Relationships and Governance

External Todd Jones, Greenstone Group

Darryl Fox, Greenstone Group

Key points

· The purpose of the review was to review the processes managing the delivery of the project.

· The review was to provide lessons learnt for future capital projects.

· The review included the review of Tauranga City Council (TCC) provided documentation and a series of interviews with key staff.

· The report was structured around key themes – client and scope management, supply chain, end product, finance, and governance.

In response to questions

· TCC would be commencing an external review of its procurement and tendering processes and project management office.

· Elected members were not interviewed as part of the review as the review focussed on the project team and framework.

· The Greenstone Group provided a specialist project management and property advisory service to the wider property sector both private and public.

Discussion points raised

· The quality of the Greenstone Group review report was noted and appreciated.

· It was noted that Bay Venues Ltd (BVL) was not in existence when the Baywave project was undertaken.

Committee Resolution PR1/20/5

Moved: Cr John Robson

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee:

(a) Receives the Baywave project review report and attachments.

Carried

8.2 Kulim Park Upgrade Update

Staff Doug Spittle, Team Leader: Urban Spaces

A copy of the staff presentation for this item can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this committee meeting.

Attachment

Presentation - Kulim Park Upgrade Update

Key points

· A summary was provided of the Kulim Park project up to the council resolution on 3 December 2019 which adopted a ‘do minimum’ approach for the park upgrade.

· The 3 December 2019 resolution provided a broad scope within the ‘do minimum’ option and staff were seeking clarity going forward.

· The 3 December 2019 resolution stated that existing budgets should be used for the project. The current available budget was $1.5 million.

· The proposed trial phase could begin within five weeks if approved. Phase two would be implemented early in 2021.

In response to questions

· Staff required a clear direction on how to proceed to ensure the project progressed without the need for further reviews.

· The trial phase would provide more clarity and direction for what had been recommended.

· An upgrade of the active ageing gym could be considered as part of the park upgrade.

At 10.30am, the meeting adjourned.

At 10.45am. the meeting resumed.

Discussion points raised

· Extensive public engagement had already been undertaken.

· The available budget allowed for a variety of options within the ‘do minimum’ option.

· There were a number of similarities between the residents’ design and the ‘do minimum’ option.

· Staff had requested clear guidance on budget allocation for the project.

Committee motion

Moved: Cr John Robson

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee (PSOC):

(a) Receives the report “Kulim Park Upgrade Update”.

(b) Approves the trial layout shown in Appendix 1 to be implemented in early 2020.

Amendment

Moved: Deputy Chairperson Jako Abrie

Seconded: Cr Larry Baldock

In Favour: Crs Kelvin Clout, Jako Abrie, Mayor Tenby Powell, Crs Larry Baldock, Heidi Hughes, Dawn Kiddie, Steve Morris and Tina Salisbury

Against: Cr Andrew Hollis

Abstained: Cr John Robson

carried 8/1

Amendment

Moved: Cr Heidi Hughes

Seconded: Deputy Chairperson Jako Abrie

(d) Approves budget allocation of up to $1.5 million funded from development contributions.

In Favour: Crs Kelvin Clout, Jako Abrie, Mayor Tenby Powell, Crs Larry Baldock, Heidi Hughes, Dawn Kiddie, Steve Morris, John Robson and Tina Salisbury

Against: Nil

Abstained: Cr Andrew Hollis

carried 9/0

The substantive motion, as amended, was then put.

Committee Resolution PR1/20/6

Moved: Cr John Robson

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee (PSOC):

(a) Receives the report “Kulim Park Upgrade Update”.

(b) Approves the trial layout shown in Appendix 1 to be implemented in early 2020.

(d) Approves budget allocation of up to $1.5 million funded from development contributions.

Carried

Change the Order of Business

Committee Resolution PR1/20/7

Moved: Chairperson Kelvin Clout

Seconded: Cr Steve Morris

Amends the order of business so the next item of business is 8.5 Petition – Street light changes.

Carried

8.5 Petition - Street light changes

Staff Nic Johansson, General Manager: Infrastructure

James Wickham, Team Leader: Tauranga Transport Operations Centre

Key points

· A petition was received in November 2019 from residents in Oriental Parade and adjoining streets in Papamoa to retain their decorative street lighting as part of the LED upgrade.

· Staff have worked with the residents to identify a solution that was agreeable to all.

In response to questions

· Approximately 50 residents attended a meeting in January 2020 and a preferred option was unanimously agreed, being option 3 of the report.

· The majority of decorative lights in the city had already been replaced and it was not intended to revisit these.

Committee Resolution PR1/20/8

Moved: Cr Steve Morris

Seconded: Deputy Chairperson Jako Abrie

That the Projects, Services and Operations Committee:

(a) Following receipt of the petition (dated 11 November 2019) from Papamoa residents, approves the preferred option that was unanimously agreed upon by local residents at a meeting on 23 January 2020 to replace the lighting with decorative LED luminaires. (Option 3).

(b) Requests staff to report back to the Projects, Services and Operations Committee on the implications of a change in approach to the existing Council strategy of standardising street light columns and luminaires.

Carried

8.3 Elizabeth Street Upgrade Update

Staff Doug Spittle, Team Leader: Urban Spaces

A copy of the staff presentation for this item can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this committee meeting.

Attachment

Presentation - Elizabeth Street Upgrade

Key points

· The Farmers redevelopment was the main motivator for the Elizabeth St upgrade.

· In August 2019, staff were requested to workshop the linear park concept with key stakeholders, councillors and design consultants.

· Three main concept design options for the project were currently being worked on to create a safe and low speed environment where vehicle dominance is reduced – do minimum, signalised intersections and roundabout intersections.

· The roundabout intersection option had been identified by the design team as the preferred option.

· The timeframe was now tight to have a solution in place in time for the Farmers opening in April 2021 so it was important to get the next stage of community consultation underway.

In response to questions

· All three options would meet project objectives.

· A full budget breakdown would be provided in the report coming back to Council in April 2020.

· Underground services upgrade was part of the overall upgrade project.

· Staff were not aware of any other developments happening in the street that could impact on current options for the upgrade.

· Time and budget would identify what could be achieved by the Farmers opening date in April 2021.

· The number of on street parks lost in Elizabeth Street, Devonport Rd and First Ave would be dependent on which option was chosen.

· Modelling work was being undertaken to ensure the Elizabeth St main entranceway did not impact on businesses in the CBD.

Committee Resolution PR1/20/9

Moved: Cr Larry Baldock

Seconded: Deputy Chairperson Jako Abrie

That the Projects, Services and Operations Committee (PSOC):

(a) Receives the report – Elizabeth Street Upgrade Update.

(b) Approves Attachment 1 – Elizabeth Street Upgrade Project Objectives.

Carried

At 12.05pm, the meeting adjourned.

At 12.50pm, the meeting resumed.

8.11 General Manager's Report - Community Services

Staff Gareth Wallis, General Manager: Community Services

Key points

· The report was taken as read.

In response to questions

· Cruise ship shuttle bus services:

- Mainstreet Tauranga had requested an increase in the funding originally requested for cruise ship shuttles from $10,000 to $20,000.

- The requested funding would come from the $150k CBD Activate budget. $100k was already committed with $50k still to apportion.

- Priority One managed the Activate process on behalf of council.

· The development of a sub-regional Homelessness Strategy was tracking well with a comprehensive action plan due to be delivered by mid to late March 2020.

· An update on the final elements and options development for future improvements of Te Papa o Nga Manu Porotakataka Park would be provided at a future Projects, Services and Operations Committee meeting.

Discussion points raised

· $10,000 was a reasonable contribution to get cruise passengers into the CBD.

· A free bus service should benefit both the CBD and Mount Maunganui.

· $50,000 was available and would ensure the continuation of the free bus service to the end of the cruise ship season.

Committee motion

Moved: Cr Larry Baldock

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee:

a) Receive the General Manager: Community Service’s report.

b) Approve a $10,000 contribution to support free CBD cruise ship shuttle bus services through until the end of the 2020 summer cruise ship season.

Amendment

Moved: Cr John Robson

Seconded: Cr Andrew Hollis

b) Approves a contribution of up to $50,000 to support free CBD cruise ship shuttle bus services through until the end of the 2020 summer cruise ship season.

In Favour: Mayor Tenby Powell, Crs Larry Baldock, Andrew Hollis, Heidi Hughes, Dawn Kiddie, Steve Morris, John Robson and Tina Salisbury

Against: Crs Kelvin Clout and Jako Abrie

carried 8/2

The substantive motion, as amended, was then put in parts.

Committee Resolution PR1/20/10

Moved: Cr Larry Baldock

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee:

a) Receive the General Manager: Community Service’s report.

In Favour: Crs Kelvin Clout, Jako Abrie, Mayor Tenby Powell, Crs Larry Baldock, Andrew Hollis, Heidi Hughes, Dawn Kiddie, Steve Morris, John Robson and Tina Salisbury

Against: Nil

carried 10/0

b) Approves a contribution of up to $50,000 to support free CBD cruise ship shuttle bus services through until the end of the 2020 summer cruise ship season.

In Favour: Mayor Tenby Powell, Crs Larry Baldock, Andrew Hollis, Heidi Hughes, Dawn Kiddie, Steve Morris, John Robson and Tina Salisbury

Against: Crs Kelvin Clout and Jako Abrie

carried 8/2

Carried

8.4 Waiāri Update and Implications for Future Development Contributions

Staff Christine Jones, General Manager: Strategy and Growth

Key points

· Early communication to the building community and stakeholders regarding any increase to the project’s scale and costs was important.

· Staff were currently working on an engagement process to ensure all potential stakeholders were alerted to the upcoming development contribution changes.

In response to questions

· Development contribution charges for Waiāri would not commence until 2022.

Committee Resolution PR1/20/11

Moved: Cr John Robson

Seconded: Cr Larry Baldock

That the Projects, Services and Operations Committee:

(a) Receives the Waiāri Update and Implications for Future Development Contributions.

(b) Approves for inclusion in the 2020/21 Draft Development Contribution Policy, disclosure that there will be a future significant increase in the development contribution charge as a consequence of the Waiāri Water Treatment Plant investment.

Carried

Item - 8.5 Petition - Street light changes - has been moved to another part of the document.

8.6 General Manager's Report - People & Engagement

Staff Susan Jamieson, General Manager: People & Engagement

Key points

· The report was taken as read.

In response to questions

· The standing down of the long serving chair of Te Rangapu Mana Whenua o Tauranga Moana would be formally acknowledged by council.

Committee Resolution PR1/20/12

Moved: Cr Tina Salisbury

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee receives the General Manager: People & Engagement’s report for the period ending 31 January 2020.

Carried

8.7 General Manager's Report - Strategy & Growth

Staff Christine Jones, General Manager: Strategy & Growth

Key points

· The report was taken as read.

In response to questions

· Discussions with adjoining land owners was ongoing for the Domain Rd/Tara Rd upgrade. A deadline timeframe was in place.

· A copy of the Kwanto report had been requested. It would be provided to councillors if relevant.

· The decision to sell the 22 Bella Vista sections to one developer was to maximise the amount of return to council.

· Te Tumu Papamoa East Interchange (PEI) tolling – a copy of the NZTA letter and council’s legal advice would be provided to councillors.

Staff Action

The following information to be provided to councillors:

· The Kwanto report, if relevant.

· Te Tumu PEI tolling – a copy of the NZTA letter and council’s legal advice.

Committee Resolution PR1/20/13

Moved: Cr John Robson

Seconded: Cr Andrew Hollis

That the Projects, Services and Operations Committee receives the General Manager: Strategy & Growth’s Report for the period ending 31 January 2020.

Carried

8.8 General Manager's Report - Infrastructure

Staff Nic Johansson, General Manager: Infrastructure

Key points

· The report was taken as read.

In response to questions

· An update on the city centre transport hub would be provided at the Finance, Audit and Risk Committee meeting on 25 February 2020.

· A paper outlining the pros and cons of options for the Arataki bus facility would be provided at the 28 April 2020 Urban Form and Transport Development Committee.

· The Concorde Ave/Farm St/Links Ave intersection upgrade was running smoothly with positive feedback.

· An update on the current budget for bus shelters would be provided in the report to the 10 March 2020 Council meeting.

· Short term options for the pedestrian refuge on Maleme St were already in place. Longer term options were still being considered.

· A meeting with staff and interested councillors would be organised to go over options for the Cameron Rd/Maleme St intersection.

· An amendment was made to the Infrastructure Development Code (IDC) in 2018 regarding street trees i.e. a tree per lot. An update currently being drafted would include a list of appropriate tree species.

· The noise wall on Tara Road was a resource consent condition. Noise levels were currently being monitored to assess the appropriateness of the wall.

· A separated cycleway along Golf Road was still in the cycleway upgrade programme.

· A review of traffic speed on Waitaha Rd, Welcome Bay would be investigated.

· Waiari Project:

- Key risks for the project were primarily around ground conditions.

- There were processes in place to ensure budget and timeline were on track.

- A governance structure which included internal and external experts from the sector had been in place since the project’s inception.

Staff Action

A meeting with staff and interested councillors to be organised to go over options for the Cameron Rd/Maleme St intersection.

Committee Resolution PR1/20/14

Moved: Cr Larry Baldock

Seconded: Cr Tina Salisbury

That the Projects, Services and Operations Committee receives the General Manager’s Report – Infrastructure for the period ending 31 January 2020.

Carried

8.9 General Manager's Report - Corporate Services

Staff Paul Davidson, General Manager: Corporate Services

Key points

· The report was taken as read.

In response to questions

· A summary of Initial Seismic Assessments (ISA) and Detailed Seismic Assessments (DSA) undertaken on council buildings was not available at this point.

· The public WiFi on the beach trial indicated a similar uptake to norms in other tourist areas.

· The public WiFi on the beach network was outside of TCC’s corporate environment.

At 2pm, Emily Gudsell left the meeting.

Committee Resolution PR1/20/15

Moved: Cr Andrew Hollis

Seconded: Cr Steve Morris

That the Projects, Services and Operations Committee receives the General Manager Corporate Services Report for the period ending 31 December 2019.

Carried

8.10 General Manager's Report - Regulatory and Compliance

Staff Barbara Dempsey, General Manager: Regulatory & Compliance

Key points

· The report was taken as read.

In response to questions

· There were currently four general (procedural) non-compliances.

· External audits for two TCC functions were required under legislation – the building function and food premises.

· The building inspection wait times graph in the report showed the average of the three city sectors.

· The total amount for infringements received from freedom camping would be included in the next General Manager’s update report.

Committee Resolution PR1/20/16

Moved: Cr Andrew Hollis

Seconded: Cr Tina Salisbury

That the Projects, Services and Operations Committee receives the General Manager: Regulatory and Compliance report for the period November to December 2019.

Carried

9 Discussion of Late Items

Nil

10 Public Excluded Session

RESOLUTION TO EXCLUDE THE PUBLIC

Committee Resolution PR1/20/17

Moved: Cr Tina Salisbury

Seconded: Cr Steve Morris

That the public be excluded from the following parts of the proceedings of this meeting.

The general subject matter of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under section 48 of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under section 48 for the passing of this resolution
10.1 - Te Papa and Plan Change Contract Renewal	s7(2)(h) - the withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities	s48(1)(a)(i) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7

Carried

The Meeting closed at 2.20pm.

The minutes of this meeting to be confirmed at the Projects, Services and Operations Committee Meeting held on 31 March 2020.

...................................................

CHAIRPERSON

Projects, Services and Operations Committee Meeting Agenda

23 June 2020

8 Business

8.1 Totara Street Safety Improvements

File Number: A11555075

Author: Karen Hay, Team Leader: Cycle Plan Implementation

Brendan Bisley, Director of Transport

Authoriser: Nic Johansson, General Manager: Infrastructure

Purpose of the Report

1. The purpose of this report is to provide Councillors and update on the cycle facility investigations currently underway on Totara Street and recommend an immediate interim safety improvement to increase the separation between vehicles and cyclists for adoption by Council.

2. Staff have been and are currently working closely with Waka Kotahi on the improvement’s options for Totara Street and both organisations are collectively seeking to fast track the business case process to seek subsidy for any future works that are required in the short to medium term.

3. The interim works proposed to be undertaken immediately are minor in cost and can be accommodated within the current budgets.

4. The mode priority and use of Totara is currently being considered by the TSP study and this will develop the longer-term options.

Recommendations

That the Projects, Services and Operations Committee:

(a) Receives the Totara Street Cycle Safety Improvements Report.

(b) Recommends that Council support the interim measures be undertaken while staff work with Waka Kotahi on the short to medium term and long-term solutions for Totara Street and cycling in the wider area.

(c) Recommends that the Council resolves to amend the following resolutions as set out in the following attachments that are made under the bylaw: Traffic and Parking Bylaw 2012.

(i) Attachment 3:1 Shared Pedestrian / Cycle Paths & Cycle Paths (in Road Reserve), as outlined in Appendix A.

(ii) Attachment 4.3 Special Vehicle Lanes – Cycle Lanes, as outlined in Appendix A.

(d) Endorses in principle and supports staff working through options with Waka Kotahi:

(i) Option D – Totara Street between Hewlett’s Road to north of Dominion Salt, noting that changes may occur following consultation and finalising intersection arrangements to provide the best solution for the community.

(ii) Option E – Between north of Dominion Salt and Coronation Park for delivery in FY2022 annual plan, subject to consultation and engagement on the proposal.

(e) Endorses $4m be brought forward from the FY2022 Annual Plan to expedite delivery of Phase 1 Hewletts Road and north of Dominion Salt.

(f) Endorses $2.96m be brought forward from the FY2023 financial year to complete the project by delivering Phase 2 north from Dominion Salt to Coronation Park.

(g) Note that e. and f. above are contingent on:

(i) annual plan considerations

(ii) business case approval by Council and Waka Kotahi

(iii) Waka Kotahi funding contributions, and

(iv) consultation with stakeholders and affected businesses, the outcomes from which are taken into consideration by Council.

(h) Request staff bring back a further report advising the outcomes of the options analysis with Waka Kotahi, if Option D is not found to be the preferred option.

Executive Summary

1. Totara Street is a busy route for traffic to and from the port, businesses that operate on Totara St and as a connection between the Mount and the CBD. This has resulted in a mix of bike riders and heavy vehicles using the road and with the current layout, bikes and trucks are very close to each other.

2. Totara street is currently posted at 60km/h. This speed is high given the width of the road, the traffic volumes, the high proportion of heavy vehicles and the vulnerable users that share the road space.

3. The current cycle lanes on Totara street are below the recommended minimum widths for cycle lanes and were installed at a time when maximum truck lengths were shorter and weight limits were lower and vehicle and cycle volumes were lower. The current cycle lanes are no longer considered an acceptable solution for bike riders along this street.

4. To address the concerns with the current layout, staff have been investigating options to undertake improvements to Totara Street to provide an immediate safety improvement and options for changes in the short to medium term that could be implemented until a long term solution is implemented as a result of the TSP study. Agreements will need to be reached with impacted stakeholders and Waka Kotahi before the sort to medium and long-term options are able to be confirmed.

5. Through amendment to the Traffic and Parking Bylaw 2012, Council can enable people biking to be able to legally use the footpath rather than cycle lanes on Totara Street (between Hewlett’s Road and north of Dominion Salt) by resolving the footpath as a shared use facility. This is the recommended option for an immediate improvement to the safety of bike users on Totara Street.

6. Should the Council resolve this to occur, shared path symbols will be marked on the footpath, along with some areas of green surfacing and hold bars at intersections. The works will include clear signage to encourage people biking to utilise the footpath. On the road, the edge line will remain, but the cycle symbols will be removed.

7. In addition to the immediate recommended change, this report identifies the short to medium term changes to improve safety for the next 5-10 years until the longer-term changes as a result of the WBOP transport system plan are able to be implemented.

8. These short to medium term solution options need to be collaboratively worked through with our partners to ensure they address the safety issues and provide a balanced approach on the street for all modes. This is also vital to be able to attract Waka Kotahi subsidy on the preferred option.

9. The proposed options recognise the need to consider the long-term options for managing freight associated with Ports of Tauranga. The proposed solutions do not have any significant implications on freight operations.

10. The scope of the project is between Hewlett’s Road and Coronation Park.

11. It is proposed that a speed of limit review will be undertaken on any option consulted with the public and consulted on, as part of the project proposal. A lower speed limit would assist in improving safety for all modes using the street.

Background

12. Totara Street plays an important part as an important local and nationally significant transport connection within Tauranga City and between the Bay of Plenty, Upper North Island and the Port of Tauranga, with Totara Street classified as a nationally strategic corridor.

13. Heavy vehicles make up 20% of the 19,000 AADT (3000-4000 daily), with some of these being the maximum size and length allowed on New Zealand roads. This results in large turning circles as these vehicles enter and exit side roads or driveways.

14. Heavy commercial vehicles use Totara Street along with many commuters, cyclists and tourists, which create significant safety risks particularly for active users. Totara Street carries approximately 300 cyclists per day with that increasing to 500 at times.

15. Totara Street has constrained lane widths for all modes and current on road cycle lanes that are below recommended standards (ranging between 1m and 1.2m). One of the Cycle Safety Panel’s key recommendation is to minimise conflict (crash risk) between people who cycle and other road users, especially heavy vehicles.

16. The recent tragic cycling fatality involved a truck and a person cycling near the intersection of Totara Street and Waimarie Road. This is the second fatality involving a truck and a vulnerable road user on Totara Street in two years (a fatality involving a truck turning right into a driveway occurred in 2018).

17. Any death or serious injury on the transport network is tragic and something we must plan, build, use and operate to avoid. A safe system approach is where we acknowledge that mistakes can be made by road users, but they should not lead to death or serious injury. This approach involves looking at the road, speeds and user behaviour to make it safer for everyone to use the road.

Safety between cyclists and heavy vehicles

18. Conflict between people biking and heavy vehicles is a significant safety risk with a high probability of serious injuries or fatalities.

19. Following a coronial inquiry in 2013 (Matenga 2013), a cycle safety panel convened by Waka Kotahi was tasked with developing innovative, comprehensive and practical recommendations for how central and local government can ensure on-road cycling is provided as a safe transport option. One of the key findings were that while cyclists are more likely to be killed or seriously injured in a crash with a car, heavy vehicles are overrepresented in cycling fatalities compared with their proportion of the total vehicle fleet and total vehicle kilometres.

20. The Panel’s final report made a number of recommendations for improving cycle safety around heavy vehicles, including investigations into the introduction of side under-run protection, greater training for truck drivers and people who cycle, all employees who drive a heavy vehicle as the primary activity of their employment receive cycle safety-specific driver training. Develop and provide training and resources for cyclists to raise awareness of the risks of riding near heavy vehicles.

21. The governments Cycle Safety Action plan recommends that in high-density freight routes popular with cyclists:

(a) Where possible, consider alternative routing for either freight or cycling.

(b) Where this is not possible, manage travel speeds and provide physically protected separation, intensive intersection treatments and/or wide protected turning and passing lanes.

22. Left turn movements for heavy vehicles needs clear intervention strategies to mitigate cyclists being lost in the blind zone of a large vehicle. Truck drivers have very limited visibility to their left, and immediately in front of their vehicle. There is a need for people biking and truck drivers to be more aware of these challenges and work together to mitigate these risks. Mitigation of these challenges cannot be achieved solely through engineering solutions. The graphic[1] overleaf gives an indication of this.

The truck driver blind zone area is illustrated in the coned off area in the image below.

A fire truck parked in a field

Description automatically generated

Totara Street Safety and Corridor Improvements (2018)

23. In 2018, Council developed a proposal for Totara Street in 2018. This was a significant investment ($12M) but didn’t consider the impacts on all modes or had a plan to manage Hewlett’s Road, Totara Street and the surrounding area which would have been impacted by the changes.

24. Planning around developing a long-term plan for managing freight is being developed as part of the WBOP Transport System Plan. The WBOP System Plan is anticipated to be completed within the next three to four months. Considering the above, Council directed staff (DC346 Transportation Projects - October 2018 Monitoring Report) not to proceed with the Totara Street corridor and safety improvements between Hewlett’s Road and Coronation Park, at that time.

25. Council requested that other low-cost safety interventions be considered prior to approval of any changes. Given the challenges described overleaf, other interventions without substantial investment is challenging. The option of increasing the cycle lane widths was investigated and is outlined in the options overleaf.

26. A proposal to more effectively manage freight movement along the street is important for the Ports of Tauranga and is fundamental to any foundation for a business case for a holistic response for Totara Street.

27. The Port of Tauranga has expressed a desire for Waka Kotahi to designate Totara Street as a state highway. The rationale for Port’s position is to enable further improvement and investment for Totara Street and potentially enable better access for freight travelling to the Port of Tauranga.

Strategic / Statutory Context

28. This project aligns with:

(a) New Zealand’s Road Safety Strategy, Road to Zero which has a vision for New Zealand where no-one is killed or seriously injured in road crashes. The Road to Zero strategy builds on, and is guided by, the Safe System approach.

(b) The Safe System is the international standard in road safety. It recognises that people make mistakes and are vulnerable in a crash. It reduces the price paid for a mistake, so crashes don't result in loss of life or limb. Mistakes are inevitable – deaths and serious injuries from crashes are not

(c) Tauranga City’s Accessible Streets programme which focuses on developing a safe, accessible, and connected cycling network to improve road safety, increase safe cycling access, and provide greater transport choice.

Totara Street Improvement Options

Option A - Interim solution for Totara Street

29. The current cycle facilities on Totara Street are not adequate for the volume of vehicles and bike riders along with the % of heavy vehicles on the corridor. To improve safety, the existing 1.5m footpath could be declared a shared use path, allowing bikes to be physically separated from the vehicle flow.

30. This option includes removal of the specific cycleway markings for the existing on-road cycle facilities on Totara Street (between Hewlett’s Road and to north of Dominion Salt). The edge line and intersection markings will remain to create space for riders who are on the road, but the cycle symbols will be removed as it is no longer consider a good facility for riders.

31. Given that part of the intersection at Hewlett’s Road and Totara Street fall within the jurisdiction of Waka Kotahi, Council is unable to rescind the cycling facilities at this location but would work with Waka Kotahi to make any changes necessary.

32. These are temporary changes (<6months) to Totara Street until such time as a more permanent solution can be agreed and put in place.

33. Consideration has been given to both people biking and pedestrians utilising the area with the narrow existing path width. It will be too narrow to accommodate people biking in both directions and may require people to stop and let the other pass or for one to pull onto the grass as they pass each other. Although there is low pedestrian demand in the area, people cycling, or walking will need to exercise patience as they share the space until a wider more permanent facility can be constructed.

34. People crossing intersections and driveways with high turning movements should be vigilant and stop and take extreme care to give way to all vehicles at intersection’s and vehicles turning in and out of driveways.

Option B - Increasing current cycle lane widths on the carriageway

35. Given the current cycle lanes are less than the recommended minimum widths, investigations were undertaken to increase cycle lane widths along the corridor by potentially removing the flush median.

36. The flush median is on the road to provide space for vehicles entering and exiting the businesses an opportunity to pull clear of the traffic flow until a suitable gap in the traffic is available. For large vehicles, it also provides swing room to avoid the vehicle encroaching into the lane of the oncoming traffic.

37. An independent safety expert was commissioned to review the option of removing the existing flush median to ensure it would not create additional safety issues for other modes using the road. The safety experts’ comments on such a proposal are outlined below.

38. The removal of the flush median to facilitate a wider on-road cycle lane could result in:

(a) There were numerous occasions observed whereby an HCV undertaking a left turn into a business used the width of the flush median to enable the turn. The current width / formation of many of the entrances are wide, yet still result in this over-tracking to enable the access / egress movement.

(b) Need to widen all major access points to accommodate a left turn in / left turn out. This will greatly increase the crossing width to enable the turn. There was extensive evidence on site that demonstrated that the current access designs were inappropriate for the turn action, with damage to the adjacent kerb / grass berm.

(c) The increase in crossing width will result in HCV departing at a shallow angle, greatly increasing the risk to cyclists on the road edge. It is well documented that the left turn movement for HCV, and especially HCV / trailer combinations, is the most at risk turn movement for cyclists due to them being lost in the blind zone of a large vehicle.

Left turn out movements could result in HCV still crossing over the road centreline, into oncoming traffic to enable the trailer to track out safely. An example of utilisation of the flush median by heavy vehicles for left turns are shown below.

(d) Observations on site during previous inspections revealed a high number of right-turn in movements to accesses, and at intersections. This right turn has been accommodated through the provisions created by the flush median.

(e) Removal of the flush median midblock, assuming that intersections would retain the right turn facility, would result in pinch points at intersections whereby the widened cycle lane is compressed to negotiate around the right turn pocket and through traffic lane.

(f) It is observed that cyclists were squeezed at intersections.

(g) Under the discussed layout, a right turn vehicle would require stopping in the through lane to wait for a gap in the opposing traffic stream. Traffic is heavy along Totara Street, so gaps may not present often given the traffic flow and volume.

(h) A vehicle waiting in line presents two safety issues:

(i) A following vehicle may opt to pass to the left of the waiting vehicle, traversing into the cycle lane. A widened cycle lane may give a false impression of being a usable shoulder for “undertaking”. This could lead to rear-end impacts with cyclists, often with the approaching vehicle doing so at near road speed.

(ii) The waiting driver may have a gap opened for them by a courteous driver in the opposing lane, with the driver opening a gap in the traffic stream to allow a right turn movement. In this instance, the turning driver will not be able to see an approaching cyclist in the on-road facility and pull across the cyclist’s path. This could result in side impact type crashes with serious injury.

(i) The current on-road cycle lane already has constrictions at locations where there are widened access ramps / in-line kerb sumps etc. While widening the cycle lane may offer a better space allocation, the cyclist will still be exposed to the hazards that are already present.

39. While widening the cycle lanes could not be accommodated for reasons outlined above, the safety risks between heavy vehicles and people biking are noted and need to be considered in any proposal that the Council wishes to progress. This option is not recommended.

Option C – Shared path on the western alignment (Port Side of Totara Street)

40. The provision of a shared path along the port side of Totara Street (Hewlett’s Road to Coronation Park) was previously investigated as an option.

41. There are 26 commercial entrances on the western side compared with six on the eastern alignment. This increases the number of potential conflict points for cyclists compared to the eastern side.

42. On the western side, the shared path would need to cross an area where the existing rail tracks separate into two lines. KiwiRail do not permit cycle facilities to cross the rail lines in this circumstance.

43. When reviewed by an independent expert, any option for the western side, including uni-directional on road facilities, off road facilities or bi-directional facilities were not able to be supported.

Option D – Totara Street between Hewlett’s Road to north of Dominion Salt

44. The proposal is to provide a separated 3m shared path, which allows for separation between heavy vehicles, traffic and people biking on the eastern side of Totara Street. This option includes improved crossings at intersections to improve safety, slow vehicles speeds and to make the cyclists more visible to vehicle drivers.

45. While implementing the shared path is relatively straight forward, safety improvements at intersections and commercial driveways are far more challenging to achieve for the reasons listed below:

46. The crossing must:

(a) Accommodate at least 23m clearance for large trucks to turn into an intersection without blocking the through lane.

(b) Reduce the design speed on approach to 30km/h. This is achieved with the installation of speed tables (a raised crossing for cyclists that acts as a flat speed hump for vehicles).

(c) Mitigation measures for where a bicycle may be riding towards a crossing at an intersection to avoid being in the blind zone on the left of a truck. This will be reduced by the provision of a speed table further back from the intersection, so the truck is square to the crossing point.

(d) Signage on the need for people biking or walking to pause and watch for traffic is important.

47. Key safety interventions at commercial driveways required are:

(a) The blind zone of a truck to the left, right and in front of a heavy vehicle accessing a driveway. Mitigation measures include moving the crossing point back towards the entrance to the adjacent property. Again, signage on the approaches to the crossing for people biking and trucks to slow down and watch for turning trucks is important.

(b) Ensure that slow design speeds are achieved for vehicles entering or existing the crossing, through installation of wide judder bars to slow vehicles down.

(c) To improve safety at driveways with poor visibility to the cycleway, the use of flashing lights or signs activated by radar when cyclists approach, to show drivers that they need to stop. While experience has shown that these are highly accurate (97%), technical issues may result in the them not working, for example due to a power cut. The back of the sign has a light to advise people biking that the sign is activated, so if they stop working, education needs to be provided to cyclists that they should stop and check for turning trucks. Hold rails could be installed at these driveways so cyclists can easily wait without needing to dismount from their bikes.

(d) An example of an interim measure utilised at the Tamaki Drive/ Ngapipi intersection in Auckland is outlined below.

(e) Trucks exiting all commercial driveways will block the driveway until a gap in traffic enables them to exit as trucks range between 18m to 23m in length. It may be possible to work with businesses to setback driveway gates further in their properties or for Council to purchase property for the setback. Where this is not possible people biking will need to wait until the truck can depart before continuing along the path.

48. Driveway access at smaller commercial entrances will be mitigated by ensuring the path is set back by 5m to enable cars to stop and watch for people biking or walking before driving over the shared path. This also enables space for a vehicle exiting to clear the path prior to waiting for a gap in the traffic flow. Undergrounding of overhead services in this area may be needed.

49. The shared path would be painted green across the crossings to visually remind drivers that they are crossing a shared path and to encourage them to check for vulnerable users.

50. Between Hull Road and Triton Intersection, many businesses utilise the road reserve to operate, install signage or accommodate visitor parking. The shared path will need to be built in this area and will require private signs be relocated to within their property and the businesses find alternative space for carparking. Parking for most can be accommodated at the back of their premises.

Significant Intersections

51. With this option, the off-road shared path will need to cross at several busy intersections. The proposed treatments that could be considered are detailed below:

52. Hull and Totara Street - the crossing is set back 30m from the intersection to accommodate a heavy vehicle to wait while people cross. A speed table is installed to slow vehicles down and this table is designed to accommodate both bike riders and pedestrians to avoid conflict as they both cross.

53. Triton intersection - options being considered include provision of a speed table, where people biking, or walking give way to traffic or moving the speed table further back that requires relocation of an adjacent property access. The issue is outlined below.

54. Due to the adjacent property entrances, the raised table needs to be closer to the intersection than ideally desired, which may lead to the longest trucks blocking the live lane. Options to mitigate this matter are being worked through.

55. Waimarie Intersection - two options exist at the Waimarie Intersection which are under further investigation:

(a) Provide a dual crossing across the slip lane into Waimarie Road. This is challenging to accommodate within the constraints of Council property boundary and the island at the intersection is too narrow to accommodate people biking, so this is not the preferred option.

(b) An alternative is to close the slip lane and accommodate the left turn into Waimarie together with the straight through lane. Modelling of the impacts of this alternative is underway to assess its impacts on traffic flow along Totara Street.

56. Hewlett’s Road - three options exist closer to Hewlett’s Road and Totara Street. These are:

(a) Provide a new signalised connection across Totara Street prior to Hewlett’s Road to connect to the harbour path. Modelling of this options shows limited impact on Hewlett’s Road traffic, except for a Saturday mid-morning peak where the queue extends to the Harbour Bridge. This is due to the high number of vehicles going to the sports grounds accessed from Totara Street.

(b) An alternative option is to link the shared path at the intersection of Hewlett’s Road and Totara Street. This will however require:

(i) A signalised crossing or speed table across the Hewlett’s Road slip lane.

(ii) Modelling has shown that a signalised crossing at this location will have significant negative impacts on the wider state highway network due to traffic in the slip lane backing up into the other lanes coming off the Harbour Bridge.

(c) An alternative option could be to encourage people biking to cross straight over and continue along Totara Street and go around the fertiliser site and access the bridge at that location. With the existing services at the corner of Hewlett’s Road, this option creates a pinch point where only a 1.5m path can be provided. Given its potential use, this is too narrow to accommodate people biking in both directions. It is estimated the relocation of services may add an additional cost of $475,000.

57. At the time of writing this report, the matters highlighted above are being worked through in partnership with Waka Kotahi and key stakeholders.

58. The current proposal is attached in Appendix B.

Option E – Between north of Dominion Salt and Coronation Park.

59. The option provides for a separated path behind the trees (north of Dominion Salt) to Kawaka by creating a 3m wide shared path. There is enough room to extend this to a wider 4.5m path (1.5m footpath and a 3m bi-directional cycleway) for this section if the projected pedestrian and cycle volumes justified the additional width. This will enable a much higher quality of service for both people walking and biking.

60. A signalised crossing is proposed at Kawaka Intersection to connect with a continuous on road, two-way separated cycleway on the port side of this part of Totara Street.

61. At Rata Street, the option involves extending the footpath area by widening the berm while moving the current parked vehicles further back to create the space for the cycleway. No loss of parking is envisaged. A link into Nikau Crescent/ Coronation Park is proposed.

62. This area is one of the main accesses to the Port, so discussion will be needed with the Port regarding the interaction of port traffic and the cycleway.

63. This section of Totara Street has a lower density of heavy vehicles, less intersections and driveways so could be accommodated as part of the Phase 2 proposal if required to suit funding constraints. This section of work is the same as originally proposed in the 2018 recommended option. The proposal is the same as the 2018 as outlined in Appendix C.

64. The expected costs for Option D and E are:

	Local Share	NZTA 51%	Total
Shared path Hewlett’s Road to North of Dominion Salt
Totara Street Shared Path Hewlett’s Road to North of Dominion Salt	1,474,505	1,534,689	3,009,194
Includes Training and Education. Speed limit change
Risk allowance Waimarie and Hewlett’s Road Intersection	490,000	510,000	1,000,000
Sub Total Phase 1	1,964,505	2,044,689	4,009,194
Between Dominion Salt and Coronation Park
Dominion Salt to Kawaka including signalised crossing	508,373	529,123	1,037,496
Kawaka to Coronation Park	940,660	979,054	1,919,713
Sub Total Phase 2	1,449,033	1,508,177	2,957,210
Total including risk allowance	3,413,538	3,552,866	6,966,403

65. Risk allowances of 30% have been made within the estimated costs together with additional risk allowances associated with Waimarie intersection and Hewlett’s Road intersection. This may result in these costs being realised or a cost saving when the detailed design and options are finalised. Further certainty will be provided to Councillors within the next report to the committee following consultation and finalising the remedial action needed.

Option F – 2018 Totara Street Safety and Corridor Improvements ($12M)

66. The option proposes a 3m wide separated two-way cycleway by widening the carriageway on Totara Street, signalisation of all intersections to improve safety, railway crossing upgrades and increasing the flush median to better accommodate turning movements for trucks from driveways. Signalisation of intersections would better accommodate heavy vehicles turning movements and reduce conflicts between users.

67. This option achieves improvements for all modes that use Totara Street, but is the most expensive option.

68. The railway crossings upgrades were undertaken by KiwiRail and are largely complete with signal activation by KiwiRail the only work still to be completed.

69. A shared path would be provided through the small commercial business precinct between Hull and Triton Avenue and is also proposed within Option D. An illustration of the area is shown below.

70. This proposal included a signalised crossing across Totara Street to connect the shared path leading to the Harbour Bridge with another at Kawaka Street to connect the two-way cycle way along the western alignment of Totara Street connecting into Coronation Park.

71. Ngāi Tukairangi and Ngāti Kuku were involved in the scheme development to incorporate cultural elements within the design. Stormwater mitigation measures was incorporated together with low level planting.

72. The original plans for this proposal along Totara Street are attached in Appendix C.

Road safety education

73. In addition to the hard engineering changes to be undertaken on the road, education is a key element to ensure users understand how the facility would work, what they need to be aware of and how to stay safe when using the facility.

74. Cycle Action Network (CAN) is the national voice for people on bicycles in New Zealand. They link local cycling action groups, partners and supporting organisations with a passion to promote integrated cycle planning, promote the benefits of cycling and improve safety.

75. They provide training and education initiatives for “Share the Road Heavy Vehicles and Cyclists”. These are run by qualified and trained facilitators as structured workshops, and at events. They result in improved attitudes among heavy vehicle drivers to people on bicycles -and vice versa. They work by allowing cyclists view the road from the driver's seat, and by giving truck and bus drivers a planned experience of cycling with facilitated discussion and demonstrations. These include blind zone demonstration.

76. It is recommended that an education initiative such as that developed by CAN be delivered for both drivers and people biking utilising Totara Street. Council will work with Ports of Tauranga, commercial businesses and Bike Tauranga to implement this initiative.

Partnership between Waka Kotahi and Council

77. The interim solution for Totara Street is proposed to allow sufficient time for staff to work with Waka Kotahi on a permanent solution to ensure funding is able to be secured.

78. At the time of writing this report, staff are still in the process of completing the option analysis with Waka Kotahi. To ensure funding is not put at risk, consideration of the option arising out of the analysis in partnership with Waka Kotahi, is key.

Financial Considerations

79. Council has allocated funds for improvements in Totara Street, with funds available in FY2022 and FY2023 and a carry forward from FY2020.

80. To smooth the financial impact of bringing funds forward, the project could be completed in stages. Phase 1 could be executed the FY2021 financial year, while Phase 2 could be executed in the FY2022 annual plan.

81. Council is working in partnership with Waka Kotahi to expedite a business case for endorsement. This process needs to be completed to allow the Waka Kotahi subsidy to be available for the project.

82. Waka Kotahi are working with Council to streamline the process as much as possible to quickly confirm a preferred option for the short to medium term that can be implemented.

83. Funding options for Totara Street:

(a) The business case for a permanent solution includes improvements for Totara Street between Hewletts Road and Coronation Park. The total estimated cost is $6,966,403.

(i) Council contribution $3,413,538 (49%)

(ii) Waka Kotahi contribution $3,552,866 (51%)

subject to business case endorsements.

(b) The approach to project delivery could be phased over 2021 and 2022 financial years subject to funding and construction timeframes.

(i) In 2021 the section between Hewletts Road to North of Dominion Salt could be completed. The total estimated cost $4,009,194.

· Council contribution $1,964,505 (49%)

· Waka Kotahi contribution $2,044,689 (51%).

(ii) In 2022 the section north of Dominion Salt to Coronation Park is estimated at $2,957,210.

· Council contribution $1,449,033

· Waka Kotahi contribution $1,508,177.

(c) In the event Council decides to proceed without a business case developed or, without funding contribution from Waka Kotahi, the total cost to Council would be $6,966,403.

(d) The full length of the project between Hewletts Road and Coronation Park could be constructed as a single project, if sufficient funds are available.

Legal Implications / Risks

84. The following risks are identified.

(a) Given the narrow footpath of 1.5m is likely to introduce conflict should people biking be passing each other in opposite directions, or conflict may arise if a pedestrian is using the footpath at the same time.

(b) There remain challenges for people walking and cycling to cross intersections and some high use driveways. This will require that people driving and people walking or biking need to mindful and take caution when crossing intersections and driveways.

(c) There are some challenges in the proposal that need to be carefully worked through to ensure the best for our communities, while balancing this against the need to consider impacts on the wider network, port operations and local business. This is prevalent at Hewlett’s Road, Triton and Waimarie intersections. To fully solve these matters, staff will work with Ports of Tauranga, Waka Kotahi and local affected business to discuss options and finalise these. As these discussions are still ongoing risk allowances have been made in the budget for a worst-case scenario and the outcome may result in reduced costs for the project.

Consultation / Engagement

85. The mana whenua for this area are Ngāi Tukairangi and Ngāti Kuku. The project team have worked collaboratively with them to uphold the Tauranga Moana design principles in the development of the previous Totara proposed design. The project team will engage with them around this proposal for opportunities to incorporate, where possible, the cultural elements in the design

86. Consultation will be undertaken with directly affected businesses and the local community. It is envisaged that one on one engagement will be undertaken with locally affected businesses and key stakeholders. The wider community will have the opportunity to provide feedback with promotion of the proposal by social media outlets.

Significance

87. Under the Significance and Engagement Policy 2014, the short to medium term proposals are likely to be of high significance with high level of local resident, iwi, public and stakeholder interest.

88. The proposal to declare the current footpath as a shared path on Totara Street is considered temporary and urgent, given the interest of public safety, this matter is considered of medium significance. The urgency and temporary nature of this proposal means no consultation will be undertaken.

Next Steps

89. Work in partnership with Waka Kotahi to complete a business case for endorsement for funding and ensure project outcomes are achieved.

90. Staff will report back to Council on the preferred option for endorsement prior to undertaking community and stakeholder consultation.

Attachments

1. Proposed Amendments to the Traffic and Parking Bylaw - Totara St Shared Path - A11567211 ⇩

2. Totara Street short term cycle safety improvements - A11567213 ⇩

3. Totara Street and Corridor Improvements 2018 - A11567212 ⇩

Projects, Services and Operations Committee Meeting Agenda

23 June 2020

8.2 Beachside Mount Holiday Park

File Number: A11531721

Author: JD Thomas, Manager: Property Services

Frazer Smith, Manager: Strategic Finance & Growth

Authoriser: Paul Davidson, General Manager: Corporate Services

Purpose of the Report

1. To determine the number of Licence to Occupy site holders at the Beachside Holiday Park

Recommendations

That the Projects, Services and Operations Committee:

(a) Approve Option 1 to;

(i) reduce the number of Licence to Occupy (LTO) site holders at the Beachside Holiday Park from 29 to 14 in total, introduce eight new cabins and convert the remaining sites into casual sites.

(ii) Relocate remaining LTO’s sites to sites identified to improve revenue and optimum usage.

(iii) The LTO site holder numbers will be reviewed annually by Holiday Park management to determine optimum usage and future planning.

Executive Summary

2. As part of the last Long Term Plan it was agreed to increase the number of cabins in the Beachside Holiday Park. As part of the introduction of these cabins the mix of LTO sites and casual sites was also reviewed with the view of creating extra flexibility and generate increased revenue for the Holiday Park while benefiting the local economy and meeting changing customer demands.

3. A report to the Projects, Services and Operations Committee in June 2019 included an update on the activities of the Beachside Holiday Park and confirmed the intention to remove all the Licence to Occupy site holders, on a stepped basis by June 2021.

4. Some of the Licence to Occupy site holders from the Beachside Holiday Park expressed concern with the financial outcomes Council had expected to achieve and the loss of their LTO sites.

5. After analysis 14 LTO sites had been identified to where Council could benefit through financial returns (compared to casual). This will mean relocating some LTO site holders within the holiday park which is at TCC discretion under the terms of the LTO.

Background

6. Within the Beachside Holiday Park there are currently several types of accommodation available.

(a) Cabins (7)

(b) On-site caravans (16)

(d) Site Holders Licence to Occupy (29)

7. Site holders are given a licence to occupy a site for 12 months. They pay a set fee which allows them to leave a caravan on site (ie site unavailable to any others) and use it for up to 80 nights a year.

8. After further enquiry by the LTO site holders and further analysis we have proposed a more staged approach to a reduction in Licence to Occupy at the Holiday Park to accommodate customer and Holiday Park needs in the coming years.

DISCUSSION

Methodology

9. We obtained a detailed breakdown of the revenue by site for the financial year ending 30 June 2019 from the motor camp booking system and reconciled to Council’s financial statements.

10. We calculated the amount of revenue averaged for each site type to match the revenue earned from an LTO site holder site. This is summarised in Figure 1 below.

Figure 1: Calculation of Revenue Required to match site holder revenue

11. We then compared the lowest performing sites of each category compared to the average revenue earned from an LTO site holder ($5,568).

12. We analysed these results to determine if there were any other considerations to take into account.

Analysis in relation to Cabins

13. The worst performing cabin for 2019 earned $24,226. This is well in excess of the $11,203 gross profit needed to compare to a site holder.

14. We conclude that it is highly likely that the (planned) 8 additional cabins will generate more revenue than an LTO site holder site.

15. Other factors that support this outcome are:

· There is demand for cabins all year round

· Some of the additional cabins will have ensuites, for which many visitors have expressed a desire.

· The cabins are all mobile (except for ensuites) which means they can be moved to another location within the camp if the initial location proves unsuccessful.

Analysis in relation to Caravans

16. The worst performing caravan for 2019 earned $12,428. This is well in excess of the $10,880 needed to compare to a LTO site holder.

17. We conclude that it is highly likely that the additional caravans will generate more revenue than a Licence to Occupy site holder site. This is supported by the earnings of the 5 additional caravans since they were introduced in Oct 2019 (almost $40,000 to end of Feb 2020).

18. Other factors that support this outcome are:

· There is demand for caravans all year round

· The caravans can be placed on sites that have difficult access which may make it difficult for casual users.

· The actual costs charged for renting the caravans have actually been lower than the costs in Figure 1 (which were estimates at the time).

Analysis in relation to Casual sites

19. While the average site revenue for casual sites was higher than for LTO site holders, further detailed analysis identified (38) sites where less revenue was earned than an LTO site holder location.

20. As the current LTO site holder locations may have been established based on historical low earning sites we have included these sites in the consideration for future LTO site holder locations.

21. The second step involved getting the Beachside Holiday Park management to consider the sites identified to determine which ones might be appropriate to continue using as LTO site holder sites. Key areas of activity are explained below.

· Harbour – sites 9 to 43 Excluding sites 16,17,18,32,33,34,35

Area deliberately kept clear for casual sites to allow iwi to erect Matariki tent and to accommodate school groups for a few weeks at a time throughout the year. (accept lower return to meet community needs)

· Harbour – sites 53,54,75,75A

4 sites being turned into 3 long sites to accommodate large camper vans. Losing some of these that cannot be accommodated to ensure wider customer demands are met.

· Harbour – sites 61 to 74

The road has been realigned (after removing car park spaces) to make these spaces longer and able to cope with larger vehicles and tents, for which there is increased demand.

· Main Beach side – sites 56A to 64

Location of most of the new cabins (including ensuite cabins)

· Main Beach side – sites 113 to 135

Location of Licence to Occupy site holder caravans that will be displaced when cabins put in place.

22. There are a number of other individual sites that were removed from being LTO site holder locations due to the views available and increased demand for view sites. We are currently losing bookings from the camp ground as many patrons request specific sites and will go elsewhere if they are not available. (Camp Management anecdotally suggest that over 90% of people booking for a second and third visit identified the site(s) that they would like to stay in).

23. Options and considerations are included in Tables below

Covid19 implications

24. Covid19 has resulted in the closure of international borders and these borders are expected to be close for some time. The Beachside Holiday Park provides an alternative domestic tourism option for many New Zealanders that are now unable to travel abroad. Whilst the number of international tourists using the park will reduce the creation of more casual sites will increase the flexibility for domestic tourism. It is also noted that this type of accommodation can have greater appeal due to its cost structure in times of recession.

25. There has been very good occupancy following the lockdown at AL2 people are keen to get out and explore local regions. Prior to COVID19 the domestic visitors made up 85% of people staying at the Holiday Park its likely this will be increase due to restricted international travel, currently bookings for summer are very positive and are tracking to be same as the previous year.

26. We understand that there are other Holiday Parks in the Bay of Plenty changing their business model and are removing the LTO’s site holders in favour of more casual sites

Option 1

In July 2020 the number of Licence to Occupy site holders at the Beachside Holiday Park be reduced by 15, from 29 to 14 in total also introduce 8 new cabins and convert the remaining sites into casual sites.

Relocate LTO’s sites to sites identified to improve revenue and optimum usage

The annual Licence to Occupy Site holder numbers will be reviewed annually by Holiday Park management to determine optimum usage and future planning.

Advantages	Disadvantages
· This provides a more staged approach and allows flexibility to review the changes made to determine optimum usage · Visitors at casual sites and cabins are more likely to have a positive impact bolstering the local economy by spending money in the local shops (retail and dining ) and increasing revenue for the Holiday Park · The domestic visitors are expected to increase due to very limited international travel options available and providing cabins and casual sites will facilitate the increase in capacity moving forward · Increased flexibility is maintained in the park to counter for expected increased domestic tourism numbers due to the impact of border closures. Cabins also provide a year round alternative for domestic tourism. · If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites. · Cabins and casual caravan sites will bring an increased number and wider range of visitors to stay than Licence to Occupy Site holders. · Access to sites to do ground maintenance/improvements · More time will be available to focus on customer service rather than the management of the Licence to Occupy site holders as some do not abide by the rules set out in the terms and conditions of the annual Licence to Occupy · Some of the caravans owned by the site holders with Licence to Occupy appear to be in poor condition thus detracting from the overall “look and feel of the Holiday Park”	· Many site holders have been coming to the same location at the Beachside Holiday Park for many years · Competition with other tourism providers

Advantages

Disadvantages

· This provides a more staged approach and allows flexibility to review the changes made to determine optimum usage

· Visitors at casual sites and cabins are more likely to have a positive impact bolstering the local economy by spending money in the local shops (retail and dining ) and increasing revenue for the Holiday Park

· The domestic visitors are expected to increase due to very limited international travel options available and providing cabins and casual sites will facilitate the increase in capacity moving forward

· Increased flexibility is maintained in the park to counter for expected increased domestic tourism numbers due to the impact of border closures. Cabins also provide a year round alternative for domestic tourism.

· If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites.

· Cabins and casual caravan sites will bring an increased number and wider range of visitors to stay than Licence to Occupy Site holders.

· Access to sites to do ground maintenance/improvements

· More time will be available to focus on customer service rather than the management of the Licence to Occupy site holders as some do not abide by the rules set out in the terms and conditions of the annual Licence to Occupy

· Some of the caravans owned by the site holders with Licence to Occupy appear to be in poor condition thus detracting from the overall “look and feel of the Holiday Park”

· Many site holders have been coming to the same location at the Beachside Holiday Park for many years

· Competition with other tourism providers

Option 2

In July 2020 the number of Licence to Occupy site holders at the Beachside Holiday Park be reduced by 6 from 29 to 23 in total also introduce 8 new cabins and convert the remaining sites into casual sites.

Relocate LTO’s sites to sites identified to improve revenue and optimum usage

In July 2021 the remaining 23 LTO’s will not be renewed

This is consistent with the communications sent out to site holders in 14 June 2019

This will be reviewed annually by Holiday Park management to determine optimum usage and future planning.

Advantages	Disadvantages
· Visitors at casual sites and cabins are more likely to have a positive impact bolstering the local economy by spending money in the local shops (retail and dining) and increasing revenue for the Holiday Park · The domestic visitors are expected to increase due to very limited international travel options available and providing cabins and casual sites will facilitate the increase in capacity moving forward · Increased flexibility is maintained in the park to counter for expected increased domestic tourism numbers due to the impact of border closures. Cabins also provide a year-round alternative for domestic tourism. · If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites. · Cabins and casual caravan sites will bring an increased number and wider range of visitors to stay than Licence to Occupy Site holders. · Access to sites to do ground maintenance/improvements · More time will be available to focus on customer service rather than the management of the Licence to Occupy site holders as some do not abide by the rules set out in the terms and conditions of the annual Licence to Occupy · Some of the caravans owned by the site holders with Licence to Occupy appear to be in poor condition thus detracting from the overall “look and feel of the Holiday Park”	· Many site holders have been coming to the same location at the Beachside Holiday Park for many years · Competition with other tourism providers · This provides a less staged approach and limited opportunity to review the changes made to determine optimum usage

Advantages

Disadvantages

· Increased flexibility is maintained in the park to counter for expected increased domestic tourism numbers due to the impact of border closures. Cabins also provide a year-round alternative for domestic tourism.

· If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites.

· Cabins and casual caravan sites will bring an increased number and wider range of visitors to stay than Licence to Occupy Site holders.

· Access to sites to do ground maintenance/improvements

· Some of the caravans owned by the site holders with Licence to Occupy appear to be in poor condition thus detracting from the overall “look and feel of the Holiday Park”

· Many site holders have been coming to the same location at the Beachside Holiday Park for many years

· Competition with other tourism providers

· This provides a less staged approach and limited opportunity to review the changes made to determine optimum usage

Option 3

Status quo, no change to the number of LTO’s 29 sites remain.

Continue with the introduction of 8 new cabins on site during 2020.

Relocate LTO’s sites to sites identified to improve revenue and optimum usage

The annual Licence to Occupy Site holder numbers will be reviewed annually by Holiday Park management to determine optimum usage and future planning.

Advantages	Disadvantages
· This would retain the sites for site holders have been coming to the same location at the Beachside Holiday Park for many years · In the unlikely event demand for casual sites drops significantly revenue from LTOs will be confirmed for a 12 month period.	· Reduced capacity for visitors at casual sites likely to have no impact bolstering the local economy by spending money in the local shops (retail and dining) · Reduces site capacity for future expansion to the cabin stock · Lack of flexibility to cater for domestic visitors due to very limited options available by not providing casual sites · If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites. · Some of the site holders do not abide by the rules set out in the terms and conditions of the licence. · Some of the caravans owned by the site holders with Licences to Occupy appear to be in poor condition thus distracting from the overall “look and feel of the Holiday Park”

Advantages

Disadvantages

· This would retain the sites for site holders have been coming to the same location at the Beachside Holiday Park for many years

· In the unlikely event demand for casual sites drops significantly revenue from LTOs will be confirmed for a 12 month period.

· Reduced capacity for visitors at casual sites likely to have no impact bolstering the local economy by spending money in the local shops (retail and dining)

· Reduces site capacity for future expansion to the cabin stock

· Lack of flexibility to cater for domestic visitors due to very limited options available by not providing casual sites

· If demand increases Licence to Occupy site holder revenue will generate less revenue than currently poor performing sites.

· Some of the site holders do not abide by the rules set out in the terms and conditions of the licence.

· Some of the caravans owned by the site holders with Licences to Occupy appear to be in poor condition thus distracting from the overall “look and feel of the Holiday Park”

Other Considerations

27. After taking all factors into account we have identified sites that could be used as Licence to Occupy site holder locations in the current environment. Harbour Sites H1-H8,H16,H17, H32,H33,H34,H35, Ocean sites S29,S93,S93A,S94,S95,137,138. These sites may not be preferred by the site holders however they provide for higher demand for casual use.

Methodology for selecting Licence to Occupy site holders that will remain.

28. In reducing the number of site holders from 29 to 14 TCC staff recommend that this is done on the basis that the site holders who have been on site the longest should have first option.

29. If a site holder declines the option to remain then Council will offer the site to the next oldest site holder.

Ongoing Monitoring

30. A process will be put in place where the revenue generated by individual sites will be monitored on an annual basis. The mix of sites to be made available will then be adjusted to meet community needs and increase revenue generation.

31. Some caravans owned by the LTO site holders are in poor condition thus distracting from the overall “look and feel of the Holiday Park” the terms and conditions in the LTO agreement will be updated to ensure that the condition of the caravans is maintained in good order and they will be inspected annually by an independent qualified person to ensure they are roadworthy and safe when towed on the road.

Strategic / Statutory Context

32. This is an operational decision. There are no strategic or statutory issues in relation to this matter. The Beachside Holiday Park is a key asset to assist with the recovery of the tourism industry through domestic tourism following Covid 19.

Financial Considerations

33. Noted in report. Cabins have been budgeted in the Annual Plan.

Legal Implications / Risks

34. There are no legal implications.

Consultation / Engagement

35. The purchase of new cabins is part of the Long Term Plan and council staff have been in close consultation with several site holders (and a group of Elected Members) since just before Christmas 2019. These site holders have been able to raise their issues with Elected Members, discuss the revised approach, attended site meetings and provided speaking rights at this meeting.

Significance

36. This issue is of low significance in terms of TCC’s TCC Significance and Engagement Policy

Next Steps

37. Letters will be sent to all affected site holders based on the outcome of this meeting.

Attachments

1. Attachment - Beachside Holiday Park Site Map - A11559108 ⇩

Projects, Services and Operations Committee Meeting Agenda

23 June 2020

8.3 Executive Report

File Number: A11565030

Author: Christine Jones, General Manager: Strategy & Growth

Susan Jamieson, General Manager: People & Engagement

Barbara Dempsey, General Manager: Regulatory & Compliance

Nic Johansson, General Manager: Infrastructure

Gareth Wallis, General Manager: Community Services

Paul Davidson, General Manager: Corporate Services

Authoriser: Marty Grenfell, Chief Executive

Purpose of the Report

1. This report is to provide an update and summary of key areas within Council.

Recommendations

That the Projects, Services and Operations Committee:

(a) Receives the Executive Report;

(b) Approves exemption from open competition for the procurement of specialised equipment for the Te Maunga Wastewater Treatment Plant Bioreactor No.2 construction;

(c) Endorses the nomination of Councillors Robson and Salisbury to serve as the elected member representatives on the Omanawa Falls Project Governance Group.

11 Mission street

2. The transfer of 11 Mission Street from Council to the Otamataha Trust is intended to occur on 18 June 2020. At the same time as the transfer is registered, a lease in favour of the Elms Foundation will also be registered, which was a requirement of the Council’s December 2019 resolution. The lease terms are consistent with the Heads of Agreement dated June 2019 between Council, the Otamataha Trust and the Elms Foundation.

REGIONAL MODE SHIFT PLAN

3. Waka Kotahi NZ Transport Agency and the Bay of Plenty Regional Council are leading a project to prepare a regional mode shift plan to further build on ‘Keeping Cities Moving’, the Government’s National Mode Shift Plan. Keeping Cities Moving’s key objective is to “increase the wellbeing of New Zealand’s cities by growing the share of travel by public transport, walking and cycling”.

4. The national focus for developing Mode Shift Plans is on six large and/or fast-growing cities, as these are the places where change is most urgent and where the greatest benefits will be achieved. Tauranga is one of those six cities. We understand that the Transport Agency is likely to require a Mode Shift Plan for these cities to support their investment decisions in the next National Land Transport Programme.

5. The Bay of Plenty Mode Shift Plan will provide a comprehensive overview of the region’s challenges and mode shift direction by pulling together the partners’ policies and strategies in one overarching document. All regional partners have been asked to provide input to the Mode Shift Plan, and staff will provide an update in a few months’ time when the document is nearing completion.

NZTA single stage business case – MAUNGANUI ROAD

6. The Maunganui Road Multi-Modal Single Stage Business Case (SSBC) was developed to increase the level of service and safety for walking, cycling, and public transport on a key arterial route within the local network. Maunganui Rd includes schools, residential areas for vulnerable road users, commercial areas and key recreation areas for the local community. Council staff worked on this business case collaboratively with NZTA representatives.

7. Construction began on Maunganui Rd prior to the development of the business case and was halted while the business case was completed. Construction costs to this point were approximately $3M, which were considered sunk costs and outside of consideration for NZTA investment, due to their retrospective nature. The business case took approximately a year to complete. In May 2020, Council received notification of NZTA funding approval for the project stages yet to be completed.

8. The total project cost for the Maunganui Road project is $11.6M, of which $8.M is eligible for NZTA co-funding. The NZTA funding assistance rate is 51% which equates to $4.42M of NLTF investment.

Legal & commercial Update

9. The Legal and Commercial teams (Legal, Risk and Procurement) continue to manage regular day-to-day issues as these arise (i.e. managing specific risks, providing legal and procurement advice etc.). Matters of note from a governance perspective are as follows.

10. Risk services (which includes business continuity) have been heavily involved in the organisation’s COVID-19 response and management, as part of the COVID-19 Planning Team. The team also established and has been running an inter-council group to share knowledge and approaches between local authorities. As will no doubt be reported elsewhere, the CPT team has out-in a fantastic and sustained effort, right from the early days of COVID-19 arriving in New Zealand;

11. Procurement has been working closely with a number of other teams, and external agencies to gear up for CIP funding. This is part of a nationwide trend to prepare suitable strategies and find best-fit procurement solutions (including the potential use of innovative ways of working) to streamline the delivery of projects. This aligns with a wider government push to facilitate economic recovery. The team is conscious of striking the right balance between buying local and ensuring value (as well as compliance with other government requirements for good procurement).

12. Legal matters are reported separately, but of note is the considerable effort going into providing advice for the organisation around contractual implications arising from the COVID-19 lockdown. As with many organisations, a large proportion of Council’s contracts were impacted by this situation.

Exemption to open competition for te maunga wastewater treatment plant bioreactor no.2 construction

13. The design of the 2^nd Bioreactor at Te Maunga Wastewater Treatment Plant is currently in the detailed design phase. Through the concept and preliminary design stages for Bioreactor No.2, consideration was given to a range of available electrical and mechanical equipment required.

14. Specification of this specialised equipment is required at this stage, so that it can be incorporated into the structural, mechanical and electrical design of the bioreactor.

15. Exemption from open competition is sought for the purpose of using specified equipment in the new bioreactor. Reasons for this are set out as follows.

Consistency of equipment and track record - the equipment is already installed and operating at the treatment plant and has been since it was commissioned in 1997. At that time, the selection process involved technical and whole-of-life cost assessments. The equipment has performed well, maintenance requirements are understood and documented and there are no issues with the equipment. Using the same equipment will provide the following benefits:

Operational risks managed (known entity with proven track record)

Rationalised maintenance requirements and spares held

Optimised performance of the system as a whole (consistency of plant means that operational processes will be repeatable in the new bioreactor).

Cost Risk: This is related to item 2 in that the performance is known, planned maintenance processes and timing are known and thus the cost risk of unforeseen failures during operation is minimised.

Health & Safety (specialised equipment): the involvement of suppliers in the detailed design phase means that operational and maintenance risks can be addressed (ease of removal; minimisation of disruptive effects of maintenance).

16. The cost of the equipment is approximately $1,850,000 (see breakdown below), as at the end of May 2020.

Equipment	Brand	Supplier	Approximate Value
Mixers & pumps	Flygt	Xylem Water Solutions NZ Ltd	$325,000
Containerised Blower	Sulzer	Sulzer Australia Pty Ltd	$195,000
Instruments, VSD’s and Actuators	WTW, ABB, Rotork	Local Agent	$350,000
Penstocks and slide gates	Watergates NZ	Watergates NZ	$750,000
Valves	Keystone, AVK	Local Agent	$230,000

17. We would like approval to proceed with specifying specialised equipment as soon as possible, in order to complete detailed design of the bioreactor and preparation of the tender document for the civil works contract.

digital services update

Strategic Finance

18. As previously reported, the organisation decided to pause the strategic finance project following the technical go-live in April. This pause was put in place, as we did not believe that remote user training, business go-live and support would be successful. As such, the project was frozen in place for the month of May.

19. A new post-COVID go-live was selected. The steering committee has now approved the new plan as follows:

· Pause Project for the month of May (with some exceptions around change management, training and data migration)

· Prepare remote system and process training for staff

· Resume project, including training, from start of June, with a gradual ramp-up in preparation for July ‘Go-live’

· Finalise user and data migration from Ozone into the new SAP system

· Business ‘Go-live’ mid-July

· Implementation of the Invoice Management system (Go-live date to be finalised).

20. On top of the implication of a delay in go-live, the cost to ‘freeze’ the project, stand-down staff, shutdown environments, replanning and then restarting the project has impacted the project budget (as was expected when the decision was made to pause the project until post-COVID).

21. The project is therefore now tracking to a forecast of $8.3M vs a previous forecast of $7.6M (holding the project open, rather than freezing it, would have increased the forecast to $9.1M). This forecast remains within the original business case bounds. The project team is continuing to work with partners to minimise cost impacts. Remote working is helping to reduce travel costs.

What we delivered for COVID-19

22. COVID-19 bought about a unique set of challenges for the Digital Services team. Essential services such as the service desk, document scanning and mailroom services remained operational on-site throughout Levels 4 and 3. The Laptop roll out project completed in December 2019 paid dividends in being able to get the vast majority of staff working from home. At the start of level 4, the team was able to expand the bandwidth for the organisation, meaning everyone could utilise the same network effectively. In some cases, poor connectivity continued to impact individuals, but overall, it was a very positive outcome. A large piece of work was carried out to ensure everyone had the necessary equipment at home for productive working such as additional monitors, keyboards, mice etc.

23. Through this period, the Digital Services Team delivered 59 projects or initiatives, including:

· Contact tracing up and running for our various customer-facing sites for level 2 and getting a digital solution in place for our field workers. We are continuing work in this space

· We have also been working to get virtual meetings in place and the first virtual RMA hearing was successfully held. This is a method that is likely to be used in the future, particularly for smaller hearings

· An online learning platform was stood-up to support distance learning and the first module around Privacy Act, Public Records Act and LGOIMA has been rolled-out to the organisation. This platform was also leveraged for the re-induction video produced by the H&S team. This capability will continue to be beneficial to the organisation

· A self-service booking solution that enables citizens to book a virtual meeting with planners and other duty staff

· Virtual inspections to allow our building and environmental staff to understand low risk inspections remotely

· Increasing the capacity, design and licensing of our network to cope with remote working, and a 7000% increase in the use of video calls and conferencing. Plus, all of our contact centres working remotely.

Property operations update

Facilities

24. During the COVID-19 lockdown period, the facilities team:

· “Mothballed” all buildings and once the alert levels started coming down, managed contractor checks of fire systems, HVAC systems and other building services to enable staff entry

· Introduced security around all buildings; installed swipe readers on the inside of all doors (instead of push-button door releases), to help with contact-tracing

· Checked all fleet vehicles and charged the batteries of those that were run down, ensuring vehicles were ready for use when needed

· Pre-emptively ordered hand sanitisers, gloves, masks and cleaning materials prior to lockdown

· Worked closely with the Health and Safety team, and put packs together for staff requiring PPE;

· Assisted the Libraries to setup floor plans for safe public access; prepared offices for staff return with contact tracing and PPE in place

· Fenced-off boat ramps; installed a temporary dump station at Sulphur Point for freedom campers during the lockdown

· Ensured that all emergency work was done at Elder Villages, residential and commercial properties

· Prepared tender documentation for a wide range of organisational projects.

Beachside Holiday Park

25. Mount Maunganui Beachside Holiday Park has consistently produced a high satisfaction rating among guests and travel industry experts. This has earned them an impressive guest rating of 9 out of 10 on Hotels Combined.

26. Mount Maunganui Beachside Holiday Park now joins an elite group of hotels around the world that have been awarded the Hotels Combined Recognition of Excellence.

27. There has been increased occupancy since the move to AL2. Prior to COVID-19, the domestic visitors made up 85% of people staying at the Holiday Park. Bookings for summer are very positive and currently on track with last summer.

Property Management

28. Rent Abatement requests for commercial properties (at 50% for 3 months) have been completed. Three tenants have requested more support and these are being assessed by Asset Managers.

29. Rent Abatement requests have been approved for 100% for Strand LTOs, as per Council approval 21 April 2020. LTO renewals are also underway for these sites and three licensees are preparing to re-sign agreements.

30. Elder Housing portfolio: Two people have moved out in recent weeks and refurbishments will begin on these units. We are looking to reinstate the Elder Housing Committee and new tenant moves in AL1. Tenants are feeling supported with regular calls from Property Team to check on wellbeing. Customer requests (CCMs) have now returned to normal with lawn maintenance and exterior building washes underway.

31. Rent Abatement for Community Groups is underway and all Groups with rentals of more than $1 pa have been approached. The majority are getting 100% rent abatement for 3 months. Thirty agreements with rents under $500 pa have been offered one year rent free.

airport

32. Airport Operations for April and May:

· The government required the Airport to be operational 24/7 during April and May, during COVID-19 restrictions

· Rescue Fire staff were redeployed on various maintenance tasks and increased overnight security

· During April, only 85 flights operated in total, being repatriation or Motiti Island flights

· May saw the recommencement of Air NZ scheduled services, moving to eight per day by the end of the month

· The ATR and Q300 Air NZ flights only operated at 50% capacity, due to COVID-19 restrictions

· Commercial tenants where given 50% rent relief for April and May

· The Terminal building was reconfigured to allow for social distancing.

finance update

33. The Finance team has been heavily involved in the review of capital and operating expenditure and options to reduce rates and costs for the 2020-21 draft annual plan. They also successfully completed an application for the Government Wage Subsidy scheme. Ongoing projects include:

· Preparation of financial material for the second consultation process on the draft annual plan, financial year-end, including asset revaluation information (parks and airport), project capitalisation and annual report information

· Commenced a pilot trial with LINZ and Tauranga solicitors which is looking to change the way that Land Information New Zealand digitally notifies Changes of Ownership to councils when a property title is updated

· Planning for later than usual rates adoption and impacts for rates billing, including revised communications to ratepayers. Note that any adoption that occurs after 31 July will result in considerable external and internal consequences and an increase in costs, hence the prioritisation of adoption prior to 31 July

· Review of Treasury Strategy to ensure alignment with annual plan funding requirements

· Implemented water rates invoices based on estimates during levels 4 and 3, when meter reading did not occur. We are now back to normal meter reading and billing

· Ongoing work with the community to assist ratepayers and support rates collection, which is now at 98.4%. Participation in ongoing discussions with other councils on the establishment of a National Rates Postponement scheme

· Participation with BOPLASS in the retendering of council’s insurance contract

· Contribution to the LGFA Shareholders Council to monitor LGFA performance

· Amending the Housing Infrastructure Fund loan agreements to allow interest savings to be shared by ratepayers and finalised a further HIF claim to the value of $5m

Community services update

Baycourt

34. Baycourt has seen a noticeable increase in new bookings in the past two weeks, both from local and national hirers. This is a good indication of some confidence returning to the sector as New Zealand moves into Alert Level 1. Baycourt will host its first public performance since the lockdown on 22 June 2020.

35. Baycourt undertook an ‘Audience Outlook’ survey at the end of May 2020, with over 450 respondents sharing their views on returning to public gatherings and events post-lockdown. The response to the survey was very positive, with the majority of respondents indicating that they plan to return to public events once we reach Alert Level 1. The survey indicated that many audience members perceived Baycourt as a trusted venue.

City Events

36. The annual planning process for events, markets and other bookings on Council’s public open spaces is tracking well and on par, if not looking busier than last summer, with just over 300 tentative bookings in the calendar up until July 2021. It has been an evolving calendar over the last two months with event organisers postponing, cancelling or simply changing dates to minimise risk due to COVID-19 restrictions.

37. A number of significant events were cancelled during the various COVID-19 alert levels, such as the National Jazz Festival (April) and Anchor AIMS Games (September). Cancelling the Anchor AIMS Games was an extremely hard decision for the AIMS Games Trust, but has had strong support from schools, sports organisations and the public.

Community Development

38. The Vital Update report will be launched the week of 20 July 2020 and hosted by the Acorn Foundation. A community stakeholder workshop will follow, led by the Community Development team.

39. The Kāinga Tupu Mayoral Taskforce has been established, with representation from central and local government, and regional and local providers. A sub-regional homelessness strategy and action plan has been completed by the community sector, with working groups across strategic priority areas currently being established.

40. Tauranga City and the Western Bay of Plenty have been reaccredited as a Safe Community. All the hard work collectively completed through the Tauranga Western Bay Safer Communities Strategic Group and community has led to excellent outcomes for the sub-region relating to injury prevention, crime prevention, violence prevention, community wellbeing and addiction related harm.

Council Controlled Organisations (CCOs)

41. An independent strategic review of Bay Venues Limited (BVL), including an assessment of the current governance structure, will take into account the likely implications of the post COVID-19 operating environment on the CCO. This work will be completed in time to inform the 2021-2031 Long Term Plan.

42. BVL, Tourism Bay of Plenty and Tauranga Art Gallery Trust have an extra month to revise their Statements of Intent (SOI) 2020-2023, in light of the financial impact of COVID-19. Revised SOIs will be presented to Council on 25 August.

Emergency Management

43. Council activated alongside Western Bay of Plenty District Council to establish a joint Emergency Operation Centre (EOC); an arrangement under MOU since 2014. The EOC was established from 27 March until 22 May 2020, with a total of 34 Council staff undertaking EOC roles. The primary focus for the EOC was enabling the “Caring 4 Communities” workstream to ensure individuals/whanau were able to access essential household items (food, water, heating) during Alert Levels 3 and 4. A debrief survey has been initiated to capture immediate observations and insights, as part of a continuous improvement approach for response management.

44. The Voice Over Siren Network Registration of Interest (ROI) process initiated late last year closed in February 2020. Two companies have been identified to proceed to Request for Proposal (RFP) for collaborative technical design.

Libraries

45. During the COVID-19 lockdown, Libraries continued to deliver their programmes, lending and information services online/digitally. In the first two weeks after reopening on 20 May, a total of 52,700 items have been issued. E-books continue to be popular, with 14,700 issues for May.

46. Ngā Wāhi Rangahau Research Collections has now reopened to the public. Heritage enquiries have been coming in thick and fast since moving to Alert Level 2. The majority of requests are property related – many want to know about the history of their local area, street, suburb, their house, their former house, etc.

Spaces & Places

47. During the COVID-19 lockdown, site improvements and maintenance were put on hold. Maintenance contractors are now catching up on the backlog of work. There have been very few queries/complaints from the community regarding maintenance.

48. A wide variety of routine and one-off asset maintenance activities and refurbishments were completed just prior to lockdown, including new fencing at Otumoetai Pa, a new playground at Scout Reserve, and the re-opening of the Strand Playground after a substantial fire in late-2019.

49. The first weekend in Alert Level 2 brought over 1,800 vehicles to McLaren Falls Park. Based on a conservative average of two people per vehicle, this equates to over 3,500 visitors through the park that weekend. In May 2019, weekend visitor numbers were 650 to 800 vehicles per weekend.

Omanawa Falls

50. Project staff recently submitted an application to retain MBIE funding for the Omanawa Falls project. A Project Governance Group (PGG) is now being established to:

· Ensure vision and direction for the project is being delivered

· Provide feedback on solution design

· Provide governance perspective on communication/engagement and risk mitigation, and review and challenge project progress as required

51. The PGG will be lead by the GM: Community Services and the Manager: Strategic Maori Engagement with representation from Ngati Hangarau, TBOP, DOC and BOPRC. It is also proposed that there is Councillor representation on the PGG. It is proposed that Councillors Robson and Deputy Mayor Salisbury be involved, both have been approached and both are willing to participate subject to wider agreement by councillors.

Urban Spaces

52. The Wharf Street upgrade is well underway and is still tracking towards completion this summer, despite the COVID-19 lockdown.

53. The Elizabeth Street design process is now in the developed design phase, following the recent decision from Council regarding the scope of the project.

54. Kulim Park will have the trial phase traffic restriction measures installed shortly, after having been delayed by COVID-19. Design work continues on the substantive upgrade to be delivered by mid-2021.

55. Our Place continues to operate through to the Council decision in July 2020 about its closure or continued operation, following public consultation on the revised draft Annual Plan.

Regulatory and compliance

Building Services

56. Processing of consents has continued through the lockdown period and inspections commenced at the start of level 3. The level of activity remains strong throughout the city.

57. On return to work following announcement of AL3, there was a backlog of just under 1500 inspections. On average, the team has been undertaking around 530 inspections per week, with wait times ranging from two to twelve days, depending on the area.

58. The allocation of Building Inspectors totals 21, which includes three supervisors. We currently have vacancies for four Building Inspectors. The team also had a positive response to a recent recruitment drive and as a result, we hope to be able to recruit Inspectors who can commence inspections immediately. Included in the numbers mentioned above, we have four Inspectors who are working towards competency, but at this time are unable to undertake inspections without supervision.

59. We have been in discussions with another Building Control Authority and are hopeful that we may be able to second a number of Inspectors for a three-to-four-month period. This will assist us while the new staff obtain competency.

Environmental Planning – Resource Consents issued

60. Timeframes have improved over the past couple of months after a sharp reduction because of an extremely busy period over December - February. With the recent recruitment and increase of Environmental Planners, we have been able to allocate time to review our processes. Streamlining these processes has resulted in an increase in the number of applications granted in the last two months.

61. For the period over the AL4 – AL2, the Environment Monitoring Team responded to 79 complaints from members of the public (mostly by way of phone or email) and monitored 39 consents for compliance.

people and engagement

Human Resources

62. Using the services of Ask Your Team, we surveyed our employees to see how they were coping with working from home during Alert Level 4 (AL4), and again a month later during Alert Level 3 (AL3). Both surveys yielded great response rates - 92% (AL4) and 85% (AL3) of all TCC employees, indicating a highly-engaged workforce. Both surveys showed extremely positive results (83% (AL4) and 85% (AL3)). This provided us with assurance that our people were coping well, feeling connected and supported by TCC and their team.

63. TCC/PSA Collective Employment Agreement: on Friday 22 May 2020 TCC and the PSA signed terms of settlement and entered into a new collective employment agreement. Eligible PSA members will receive their remuneration increases (back paid to 1 July 2019) on 11 June 2020.

64. COVID-19 has proven that we can work differently and at TCC, we noticed employee wellbeing and productivity benefits from working remotely. Recognising that working more flexibly creates significant opportunities to promote collaboration and potentially reduce our physical building space, the Executive team adopted the Flexible Ways of Working policy and guidance on 27 May, to embed these benefits into the organisation.

Communications & Engagement

65. Media dashboard (April): volume was very low at 211 articles (due to lockdown) compared to 380 last month and 375 last year. However, favourability was up at 70% (63% last month and 64% last year). The key theme has been our COVID-19 response (over half of articles), with a strong message of our desire to work in partnership with local councils, sector representatives and central government. Leading messages include ‘Council supports local businesses’ and ‘community is well-supported’. There was also favourable discussion around intensification/Te Papa.

66. During COVID-19, a significantly greater number of people in our community engaged with our on-line platforms, as evidenced by statistics for Facebook in April and May:

(i) Post reach (‘seen’ on screen) – 1,056,533 users saw content from our page over the past two months (665,279 users for the same period last year).

(ii) Post engagement (actively engaging by clicking on link, liking, commenting) – 54,853 users engaged with that content (24,771 users for the same period last year)

67. Engagement team members were predominantly redeployed to the Western Emergency Operations Centre during COVID-19. Currently the team is supporting the Annual Plan re-consultation and Long-Term Plan engagement, in addition to reviewing the engagement plans of CIP project applications, Cycle Action Plan, Innovative Streets and Kerbside.

68. In relation to establishing tools, processes and systems to support the organisation, over the next month, the engagement team focus is on capturing a master list of all projects within the organisation, developing an internal Engagement Service Level agreement and testing an online engagement tool for capturing community views.

Iwi and Hapu Relationships

69. Our partner iwi, hapu and hauora (health clinics) have all been fully-engrossed in the COVID-19 response and we have seen amazing examples of community support across Tauranga Moana. As we mobilise back out of alert level restrictions, we need to reconnect with our iwi and hapu partners quickly to ensure they are well-involved in any processes that have continued. One example of an important process has been supporting the planning for the City Plan Review, to develop strong connections for tangata whenua input.

70. Takawaenga was heavily involved with Civil Defence and there is a lot to be improved in that space that would expedite support to essential groups that reach the most vulnerable and needy in our community. We will be working closely with Emergency Management to collate our feedback and support improvements in readiness for any future event;

71. We have also reviewed the delivery of Cultural Connections to make it a more interactive and available resource. We will shortly have a range of videos that will form the structure of the delivery day and for “graduates” to review, as and when they need to be refreshed or reminded.

Customer Services

72. Contact Centre volumes have slowly returned to normal (average of 600 – 800 per day) in the last few weeks of alert level 2. However, overall, the March - May quarter showed a drop of 13% (6,000) fewer calls for the three months against the same period last year. The afterhours contact centre has recently been approached by another council with regard to managing their afterhours calls. This proposal will be assessed to determine the cost/benefit merits of taking on additional work.

73. Foot traffic enquiry volumes in the Service Centre have been up to 70 per day during alert level 2 - similar to volumes at the same time last year. Payment volumes have been up to 100 per day. For those customers coming into the Service Centre, there has continued to be reliance on payments in cash or eftpos, rather than use of the new paywave option. In the latter days of alert level 2, LIM and property file application numbers have also returned to pre-COVID volumes, with an average of 15-20 per day for LIMs and an average of 20 property files per day – a reflection of a property market that continues to be buoyant post-lockdown.

Democracy Services

74. Governance Information – LGOIMA Requests Published: One of the goals of our Democracy Services team is to improve the way we interact with our communities, and that includes being open and transparent with information. To that end, we have developed a ‘one stop shop’ of governance-related information on our website. This includes a section on Official Information requests, including how to make a request and sharing responses to requests (with personal identifying details removed). A link to the information can be found here.

75. Office of the Auditor General: Kristin Aitken and Jonathan Keate from the Office of the Auditor General (OAG) will be presenting to the Mayor and Councillors on 24 June 2020. This is part of the induction and training programme and fits with the OAG’s brief to inform councils on their role and the Auditor-General’s role. The session will cover conflicts of interest, trust and confidence, and the role of Finance, Audit and Risk Committees and why they matter.

76. Māori Representation: A report on Māori Representation was presented to the Tangata Whenua/TCC Committee on 18 June 2020. A decision on establishing a Māori ward is optional, but will be required to be made by 23 November 2020, to feed into the wider Representation Review process. The report signals the beginning of a consultation process with iwi and hapū on whether Māori representation, through establishing a Māori ward, is desirable. A Council briefing on these topics will be held in July 2020.

Attachments

Nil

Projects, Services and Operations Committee Meeting Agenda

23 June 2020

8.4 Waste Activity Update

File Number: A11553418

Author: Cathryn Taylor, Waste Planning Manager

Authoriser: Nic Johansson, General Manager: Infrastructure

Purpose of the Report

1. This report provides an update regarding the waste activity within the council, including proposed waste infrastructure and kerbside collection services.

Recommendations

That the Projects, Services and Operations Committee receives the Waste Activity Update report.

Discussion

Waste Management and Minimisation Plan (WMMP)

2. On the 16 August 2016, the Strategy and Policy Committee adopted the Waste Management and Minimisation Plan 206-2022 (WMMP). The WMMP contains the key Action Plan to assist Council in achieving the vision of ‘minimising waste to landfill’. Some of these actions include (but not limited to):

· Council investigates and considers solutions for rubbish, recycling and, garden and food waste collections to increase diversion from landfill (Action CS1).

· Public place collections, loose litter and illegal dumping (Actions CS2 and CS3).

· Undertake waste brokering (Action CS4).

· Work on solutions for glass collections (Action CS5).

· Transfer Stations are upgraded and extended to provide for construction and demolition waste diversion, reuse and composting. Development of a Resource Recovery Park (Actions RRP1 and RRP2).

· Work collaboratively with other councils to explore residual treatment and disposal options. Collaboration across the wider region for waste recovery initiatives (Action RRP3).

· Investigate options for the beneficial use of biosolids (Action B1).

3. The WMMP was prepared to meet the council’s obligations under the Waste Minimisation Act 2008 (WMA) and the Local Government Act 1974, and 2002. These actions have been included to address social, economic, environmental and cultural impacts on the City and its residents with regards to waste management.

Kerbside Waste Collection and Waste Facilities Project

Objectives of the Kerbside Waste Collection and Facilities Project

4. The project team has defined five key objectives for the project:

(a) To provide efficient and effective kerbside services to residents and open-up opportunities to recover more waste from the commercial sector.

(b) To maximise waste diversion.

(d) To obtain the best long-term value for money for residents.

(e) To act responsibly from a cultural perspective.

5. We will report on the ability for the council to meet the objectives of the project when we provide recommendations for the kerbside waste collection services, and waste facilities in August 2020.

TCC and WBOPDC Joint Request for Proposal

6. A Request for Proposal (RFP) for the provision of waste services for both TCC and WBOPDC was issued to suppliers on 16 December 2019 to meet action CS1. The scope of services for TCC is defined in Table 1. It is intended that this high-level scope will allow suppliers to present their ideas, including best practice and innovation, for how these services are delivered.

7. The awarding of leases associated with waste activities (Table 2) is also included as part of the procurement exercise as well as the cleansing services (public litter bin, and loose litter collection).

Table 1: Scope of Services for TCC

Services	Scope
Kerbside rubbish collection	· Fortnightly collection · Choice of bin size · Pay as you throw (PAYT)
Kerbside mixed recycling collection	· Fortnightly collection · Choice of bin size · Collection of paper, cardboard, plastics grade 1 and 2, tin and aluminium cans (only those items that have guaranteed end markets) · Out of scope: collection of plastic grades 3 - 7
Kerbside glass collection	· Fortnightly collection · 45L glass crate
Kerbside organics collection	· Weekly collection · 23L food waste bin and kitchen caddy · Option for supplier to supply a green waste service as part of the solution
Litter bin servicing and loose litter collection	· Servicing of public litter bins throughout the city
Transfer stations, and resource recovery facilities	· Upgrade and operation of the Maleme St and Te Maunga transfer stations, building upon existing diversion at these sites and creating more integration between site activities · Consolidation and bulk haulage of kerbside and litter service collected waste and glass · Awarding of site leases
Bin and crate supply	· Initial bulk bin supply and distribution · Ongoing bin and crate supply (new, additional or replacement) and maintenance during the contract term

Table 2: Land leases included in the procurement scope

Leases site description	Lease site available from
1. Te Maunga green waste composting site (land only)	March 2021
2. Te Maunga untreated wood processing site (land only)	March 2021
3. Te Maunga flat glass recycling area (land only)	March 2021

Timeline for the Kerbside Waste Collection and Facilities Project

8. Figure 1 provides and overview of the completed and planned activities for the project.

Figure 1: Key Activity for the Kerbside Waste Collection and Facilities Project

Stakeholder Engagement

9. Extensive community engagement has been conducted over the last four years to gather feedback about proposed changes. Community support for Council managed services has been demonstrated through consultation on the 2016 Waste Management and Minimisation Plan (WMMP), 2018-28 Long Term Plan (LTP), and 2019 Talking Trash campaign.

10. There are a number of community groups that have raised concerns, specifically about the kerbside waste collections initiative. These concerns largely centre around the mandatory increase in rates, and an increase in costs for low kerbside waste generators. These concerns have been heightened by general uncertainty associated with COVID-19.

11. Staff are focused on presenting a balanced view of the impacts of council led services when recommendations are presented in August 2020. The project team is working with the TCC Engagement team on the immediate next steps outlined below:

a) Directly engage several community groups expressing concern about the proposed services, to better understand their concerns and identify the people they represent.

b) Approach other community groups in June and July who have been supporters of the new service to date, and sense check how they are feeling about the service as a result of COVID-19.

c) New market research is being gathered in June to accurately identify what the community are paying today for waste services. This will update research gathered in 2016/17.

Crown Infrastructure Partners Application – Waste Package

12. We submitted an application to the Crown Infrastructure Partners (CIP) for funding on key waste infrastructure projects for Tauranga. The projects submitted had to meet certain criteria to be considered which included; commencing within 12 months, were of a minimum scale with material employment benefits and which provided national or regional public benefit.

13. On the 21 May 2020 council was informed the application made it through the first round of evaluations. We are expecting to hear shortly on the outcome of our application.

14. The application totalled a request for funding of $34.6M, covering the below:

· Upgrade of TCC’s two transfer stations - $8M

· Funding towards kerbside collection bins - $8.1M

· Materials Recovery Facility – Optical sorting equipment - $2M

· Bunded road to gain access to land at Te Maunga - $4M

· Managed cleanfill at Te Maunga - $10M

· Resource Recovery Park – targeting construction and demolition waste - $2.5M

Waste Minimisation Fund (WMF) Applications

15. The Sustainability and Waste Team has submitted two applications to the Ministry for the Environment’s 2020 Waste Minimisation Fund. This year, the Ministry is focussing on projects that support one or more of their investment signals being (with a maximum of $3M per project):

a) Support services in the waste minimisation sector, especially those that can provide services essential to economic recovery and additional employment opportunities during the COVID-19 recovery period (for example, food recovery and distribution; and recycling services).

b) Support existing waste minimisation businesses and organisations to increase their efficiency and/or expand their operations in achieving or promoting waste minimisation (for example product stewardship).

c) Support previously funded WMF projects and well-established legal entities that can deliver measurable impacts to the waste minimisation sector in the next 12 to 18 months.

16. The two applications are for:

(i) Infrastructure to increase diversion of waste from landfill including a contribution to kerbside waste collection bins/caddies for recycling, food waste and/or garden waste (subject to the council making a decision in August to provide these services), equipment for optical sorting at the Material Recovery Facility (to increase the diversion of plastics), and equipment to increase the diversion of construction and demolition materials at the Te Maunga Transfer Station. Total project cost, $6M. Funding sought: 50%/$3M.

(ii) The development of a dashboard for the efficient monitoring and evaluation of waste behaviour change programmes. Total project cost, $25,000. Funding sought: 75%/$18,750.

17. Both applications aim to support us to meet our Waste Management and Minimisation Plan vision of minimising waste to landfill. The funding would enable the council to progress projects with less ratepayer/waste levy funds than originally planned, and will mean those funds can be spent on other worthwhile projects.

Glass Packaging Forum – Funding Application

18. The Sustainability and Waste Team has submitted an application to the Glass Packaging Forum (GPF) Funding Round. Council have had previous success with GPF who contributed to the kerbside glass crates in 2018. This year the GPF are looking for short and long term innovations that improve the outcome for glass, build resilience and efficiency of recycling infrastructure and mitigate disruptions from the crises (such as Covid-19 or natural disasters).

19. The application is for assistance to purchase a vehicle that can collect glass from commercial businesses in the city. At this stage the application is in the form of an expression of interest. Staff identify there is a current gap in the market for the commercial collection of glass. If the grant is successful, staff would release an ROI followed by an RFP for the service. The grant would contribute towards the establishment of the service for the first year, of which it would then become independent and commercially viable thereafter.

Water and Waste Education Hub

20. A project was included in the 2018-28 LTP for an education hub to support to delivery of services and programmes of the water and waste activities within council. On discussion with others in the city about the project, it became clear that there were a number of potential ‘partners’ to the project such as the University of Waikato, TECT, Sustainable Business Network, Toi Ohomai Institute of Technology, Bay of Plenty Regional Council etc. who see absolute value in contributing to the project for the benefit of the community, and region.

21. We are now considering this project in a new world, in light of COVID. As such, we feel it is an opportune time to review and refresh the scope of the project, and give the Executive and Council the opportunity to understand the objectives with a balanced view of the world. To do this staff will present an updated project initiation form to the Executive for endorsement. From here, if the Executive support, we will work on the full business case, which the Council will have the opportunity to consider in the draft 2021-31 LTP.

Biosolids Management

22. Our WMMP includes an action (B1, page 24) to ‘Investigate alternative recovery, reuse and discharge options for biosolids’.

23. Council operates two wastewater treatment plants located in Tauranga - Te Maunga and Chapel Street. Together the two plants produce approximately 15,000 tonnes of biosolids per annum, with Te Maunga producing 60% and Chapel Street producing 40%. Chapel Street is at capacity.

24. In October 2019, the council began a trial with Ecocast Ltd, a Kawerau based vermicomposting operation to meet action B1. The trial currently diverts 25% of TCC’s biosolids from landfill into vermicomposting which is used by the agriculture industry.

25. The current Biosolids contract expires in September 2020. In April 2020, the council released a Registration of Interest (ROI) to the market for the biosolids contract which was followed by Supplier Briefing Sessions and a virtual tour of the two wastewater treatment plants. Council staff released an RFP for the service at the beginning of June, which included a mandatory requirement that 90% of the biosolids would be diverted from landfill. The contract is intended to be awarded in August 2020.

Closure of Jack Shaw Cleanfill

26. The Jack Shaw Cleanfill (JS Cleanfill) is a privately owned cleanfill site for inert waste operating in Tauriko since 1990. Council staff have been in regular communication with JS Cleanfill management as the cleanfill is due to reach capacity in 2020.

27. During Alert Level 3 JS Cleanfill advised Council staff they would not be reopening the cleanfill to the general public, and at level 2 they would only reopen to key customers of the cleanfill e.g. Page Earthworks, A & J Demolition. They also advised that the cleanfill will close completely by the 1^st July 2020.

28. TCC, WBOPDC and the BOPRC released joint comms on the closure and have located a billboard at the entrance of the site informing the public the cleanfill is now closed. A website link informs all users of JS Cleanfill and encourages them to take their separated waste to the Te Maunga Transfer Station. If users separate their waste stream e.g. garden waste, untreated timber, concrete etc, there will be a reduced rate for disposal in comparison to general waste.

29. The closure of JS Cleanfill places additional pressure on TCC’s two transfer stations which are not fit for purpose. In anticipation of the closure of JS Cleanfill, Te Maunga transfer station has extended the concrete area for the recovery of construction and demolition waste. JS Cleanfill takes approximately 80,000 cubic meters of waste per annum, approximately 60,000 tonnes per annum.

30. Council staff are working with some of JS Cleanfill’s key customers in assisting them in finding a feasible alternative for their waste due to the closure of cleanfill.

Selwyn Foundation: Absorbable Hygiene Waste (AHW) Recycling Project

31. Council staff have met with the Selwyn Foundation who are looking at establishing a recycling service of absorbable hygiene waste. The meeting was to inform council of their current status and to determine a better understanding of the potential quantities of AWH in the Tauranga market. At this stage they have/are:

(i) Completed an application to the WMF for the building of plant and machinery

(ii) Asking for a letter of support if their application is approved by the WMF

32. They are yet to determine:

(i) End market for the material

(ii) Long term commercial viability for the service

33. We will keep you updated on the progression of this project.

Community Recovery Centre – Feasibility Study

34. TCC and WBOPDC, in conjunction with TECT, have commissioned Envision NZ to complete a feasibility study into community recovery centres. Envision specialise in the community waste sector covering a broad range of recovery schemes such as; Auckland Resource Recovery Network, The Impact Initiative, Community-led Deconstruction and Resource Rescue.

35. The Envision report will focus on ‘community-led recovery centres’, particularly in the areas of upcycling and repair, and general resource recovery activities. The intention is for these services to complement kerbside service. The report is due for completion by 30 June 2020.

Waste Behaviour Change Programme

36. Key activity in the Waste Behaviour Change Team includes:

(a) Resource Wise Community Fund closing on 5th June. An update on the fund, including a report on the 19/20 funding round recipients will be presented to a future meeting.

(b) Evaluating the current delivery methods of the Resource Wise Schools and Business Programmes, to improve efficiency and reduce costs.

(d) A trial of classroom education to be delivered online.

Next Steps

37. On 14 July 2020 we will present a report to Council providing an update on the waste activity, including a progress report on the RFP evaluation.

38. On 25 August 2020 we will present a report including recommendations for you to consider on the following:

(a) kerbside waste collection services for rubbish, mixed recycling, glass recycling, food waste, and garden waste;

(b) the upgrade of the council’s two transfer stations at Maleme Street and Te Maunga; and

Attachments

Nil

[1] The graphic is in use by both the Transport Agency and Cycling Action Network, who have been working with both trucking and cycling interests on increasing awareness of the issues.


AGENDA Projects, Services and Operations Committee Meeting Tuesday, 23 June 2020
I hereby give notice that a Projects, Services and Operations Committee Meeting will be held on:
Date:	Tuesday, 23 June 2020
Time:	9am
Location:	Tauranga City Council Council Chambers 91 Willow Street Tauranga
Please note that this meeting will be livestreamed and the recording will be publicly available on Tauranga City Council's website: www.tauranga.govt.nz.
Marty Grenfell Chief Executive

Chairperson	Cr Kelvin Clout
Deputy chairperson	Cr Jako Abrie
Members	Mayor Tenby Powell Cr Larry Baldock Cr Bill Grainger Cr Andrew Hollis Cr Heidi Hughes Cr Dawn Kiddie Cr Steve Morris Cr John Robson Cr Tina Salisbury
Non-voting member	Emily Gudsell – Tangata Whenua representative
Quorum	Half of the members physically present, where the number of members (including vacancies) is even; and a majority of the members physically present, where the number of members (including vacancies) is odd
Meeting frequency	Six weekly