Agenda of Policy Committee Meeting

Terms of reference – Policy Committee

The following common responsibilities and delegations apply to all standing committees.

Responsibilities of standing committees

· Establish priorities and guidance on programmes relevant to the Role and Scope of the committee.

· Provide guidance to staff on the development of investment options to inform the Long Term Plan and Annual Plans.

· Report to Council on matters of strategic importance.

· Recommend to Council investment priorities and lead Council considerations of relevant strategic and high significance decisions.

· Provide guidance to staff on levels of service relevant to the role and scope of the committee.

· Establish and participate in relevant task forces and working groups.

· Engage in dialogue with strategic partners, such as Smart Growth partners, to ensure alignment of objectives and implementation of agreed actions.

Confirmation of committee minutes.

Delegations to standing committees

· To make recommendations to Council outside of the delegated responsibility as agreed by Council relevant to the role and scope of the Committee.

· To make all decisions necessary to fulfil the role and scope of the Committee subject to the delegations/limitations imposed.

· To develop and consider, receive submissions on and adopt strategies, policies and plans relevant to the role and scope of the committee, except where these may only be legally adopted by Council.

· To consider, consult on, hear and make determinations on relevant strategies, policies and bylaws (including adoption of drafts), making recommendations to Council on adoption, rescinding and modification, where these must be legally adopted by Council,

· To approve relevant submissions to central government, its agencies and other bodies beyond any specific delegation to any particular committee.

· To appoint a non-voting Tangata Whenua representative to the Committee.

· Engage external parties as required.

Terms of reference – Policy Committee

Membership

Chairperson	Cr Steve Morris
Deputy chairperson	Cr Dawn Kiddie
Members	Mayor Tenby Powell Cr Jako Abrie Cr Larry Baldock Cr Kelvin Clout Cr Bill Grainger Cr Andrew Hollis Cr Heidi Hughes Cr John Robson Cr Tina Salisbury
	Tangata Whenua representative (TBC)
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

Role

· To establish, implement and review the operational policy and planning framework for decision making that will assist in achieving the strategic priorities and outcomes for the Tauranga City Council.

· To establish policies and plans for decision making that will assist in achieving the strategic priorities and outcomes.

Scope

· Manage the process of development of the Long Term Plan and Annual Plan, including the hearing of submissions, and determine the form and extent of public consultation methods to be employed. (Note: The Council cannot delegate to a Committee the adoption of the Long-term Plan and Annual Plan).

· Develop and review bylaws.

· Develop, review and approve policies and plans.

· Develop and approve the draft Statement of Intent for the Council’s Council-Controlled organisations (CCOs).

· Undertake any reviews of CCOs and make recommendations on any proposed changes to CCO governance arrangements.

· Consider and approve changes to service delivery arrangements arising from the service delivery reviews required under LGA 2002 that are referred to the Committee by the Chief Executive.

· Approve Council submissions to central government, councils and other organisations including submissions to any plan changes or policy statements.

Power to act

· To make all decisions necessary to fulfil the role and scope of the Committee subject to the limitations imposed.

· To establish subcommittees, working parties and forums as required.

· To appoint a non-voting Tangata Whenua representative to the Committee.

Power to recommend

· To Council and/or any standing committee as it deems appropriate.

UNCONFIRMED Policy Committee Meeting Minutes

4 March 2020

MINUTES

Policy Committee Meeting

Wednesday, 4 March 2020

Order Of Business

1 Apologies. 3

2 Public Forum... 4

3 Acceptance of Late Items. 5

4 Confidential Business to be Transferred into the Open.. 5

5 Change to Order of Business. 5

6 Declaration of Conflicts of Interest 5

7 Business. 6

7.1 Annual Plan 2020/21 - Draft 2020/21 Budget Options and Implications. 6

7.2 Impact of Housing Shortage for Tauranga City (NZIER Report) 15

7.3 Submission on Infrastructure Funding and Financing Bill 16

8 Discussion of Late Items. 16

MINUTES OF Tauranga City Council
Policy Committee Meeting
HELD AT THE Tauranga City Council, Council Chambers, 91 Willow Street, Tauranga
ON Wednesday, 4 March 2020 AT 9am

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

IN ATTENDANCE: Marty Grenfell (Chief Executive), Barbara Dempsey (General Manager: Regulatory & Compliance), Christine Jones (General Manager: Strategy & Growth), Gareth Wallis (General Manager: Community Services), Nic Johansson (General Manager: Infrastructure), Paul Davidson (General Manager: Corporate Services), Susan Jamieson (General Manager: People & Engagement), Allan Lightbourne (Chief Digital Officer), Andrew Mead (Manager: City & Infrastructure Planning), Anne Blakeway (Manager: CCO Relationships and Governance), Doug Spittle (Team Leader: Urban Spaces), Frazer Smith (Manager: Strategic Finance & Growth), Jim Taylor (Transactional Services Manager), Josh Logan (Team Leader: Corporate Planning), Kathryn Sharplin (Manager: Finance), Meagan Holmes (Manager: Community Development), Mohan De Mel (Treasurer), Ross Boreham (Communications & Engagement Consultant), Scott MacLeod (Group Communication Advisor), Sheree Covell (Financial Analyst), Sumit Oza (Financial Analyst), Susan Braid (Financial Analyst), Tracey Hughes (Financial Insights and Reporting Manager), Robyn Garrett (Team Leader: Committee Support), and Raj Naidu (Committee Advisor)

1 Apologies

Apology

Committee Resolution PO7/20/1

Moved: Cr Andrew Hollis

Seconded: Cr Tina Salisbury

That the apology for absence received from Dr Wayne Beilby be accepted.

Carried

2 Public Forum

Garry Webber – Mayor, Western Bay of Plenty District Council and Deputy Chair, SmartGrowth

Key points

· Mayor Webber highlighted that the predicament of Tauranga City Council was a product of historical decisions and urged the councillors to make courageous decisions for the betterment of Tauranga city and its future.

· Mayor Webber advised he had strongly advocated for Tauranga City to raise revenue by a 17.6% rates increase as this had been the consistent advice he had given to council for the last decade.

· The opportunity to secure significant investment for roading infrastructure required a co-operative regional partnership proving to central government that there was regional unity and a common vision with a comprehensive plan and strong narrative to represent this vision

3 Acceptance of Late Items

Nil

4 Confidential Business to be Transferred into the Open

Nil

5 Change to Order of Business

Nil

6 Declaration of Conflicts of Interest

Nil

7 Business

7.1 Annual Plan 2020/21 - Draft 2020/21 Budget Options and Implications

Staff: Marty Grenfell, Chief Executive Officer

Paul Davidson, General Manager: Corporate Services

Christine Jones, General Manager: Strategy & Growth

External: Christina Leung, Principal Economist, NZ Institute of Economic Research

Paul Blair, Chief Executive Officer, Infrastructure NZ

Matt Cowley, Chief Executive, Tauranga Chamber Council of Chambers

Nigel Tutt, Chief Executive, Priority One

A copy of the PowerPoint presentations and Tabled documents for this item can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this committee meeting.

Key points

· Staff outlined a range of topics in relation to the Annual Plan including survey results of residents on vital signs, operational budgets, capital and operational expenditures, and provided a detailed presentation on the Annual Plan itself.

· External presenters presented on housing, infrastructure, funding, the road network, the business community expectations, and on issues such as land or housing shortages concerning high growth areas.

· The vital signs update, and the survey were undertaken in conjunction with the Acorn Foundation and BayTrust. At the time of the meeting, the update had not been finalised and was undergoing a quality assurance process which meant the presentation was in a draft form. The final version would be available in April 2020.

· Interim findings (3,800 quality assured data out of 5000 responses) were presented on a range of subject areas such as:

- the reasons why residents liked living in Tauranga;

- what could have changed or been done better in terms of traffic or water;

- what areas (beaches, parks, culture, etc) needed to be protected; and,

- future direction (regarding roading, better leadership, public transport, etc).

· Due to the previous history of investment and funding decisions, the current funding and financing model was inadequate due to the pressures from key elements such as housing demand, serviceable land, the transport network, rapid growth, infrastructure resilience and climate change.

· Council previously held the view that growth paid for growth which underpinned the cost modelling; however, the current value based model did not or was unable to factor in a range of costs such as rising revenue deficits, increasing debt pressures from inflation, hazards, contingencies, Consumer Price Index (CPI), infrastructure, requirement for new assets or replacing aged assets.

· The model was good for the time period within which it had existed but, due to the increase in existing and new pressures, combined with the exponential growth of the city, the existing models had not grown, adapted, and/or changed fast enough to absorb or mitigate the changes.

· The difference between rates revenue in the Long Term Plan and Annual Plan was explained in relation to the figures for options 1 and 2 in the report, which had taken into account the estimated $338 million of costs projected to the 2018-28 Long Term Plan.

· The debt-to-revenue ratio was untenable because debt/costs were increasing but revenue was not, and the low rates differential would cause significant funding and investment pressures in the future.

At 9.45am, the meeting adjourned.

At 9:55am, the meeting reconvened.

· Since December 2019, significant costs had occurred that were not factored in such as the Waiāri Water Supply Scheme water plant requiring further investments, timing of the elder housing divestment, other capital adjustments towards wastewater, resilience and Bay Venues Limited.

ACTION: 2019-20 Annual plan consultation survey questions and responses to be provided to Councillors.

· Christina Leung from the New Zealand Institute of Economic Research presented on the impacts of the housing shortage in Tauranga City and was supported by Nigel Tutt, from Priority One.

- Tauranga had never stopped growing, and people who wanted to move in from other regions could not afford to live here because of the housing shortage and high rental prices, and the local economy could not keep up with demand for housing causing a supply shortfall.

- An effect of the housing shortage was that the labour market suffered in the building and construction industries due to the loss of potential employment of local builders, suppliers and tradespeople. Ultimately no new houses equalled less people, and an opportunity cost of lost rates revenue.

- An increase in rental and co-sharing of dwellings because of the cost pressures of house ownership would lead to an overall reduction in additional rates income for the council.

- House prices had increased but it was consistent with the growth trend of the city; however, past fiscal controls had led to these prices steadily surpassing income growth which in turn made it difficult for home buyers and renters.

· According to Matt Cowley, the Chief Executive of Tauranga Chamber of Commerce, many of the retailers and merchants that made up the four Mainstreet entities (Downtown Tauranga, Mount Mainstreet, Papamoa Unlimited and Greerton Village Community Association) had rented buildings, offices and/or spaces from where they operated.

- Businesses were already under significant pressure due to fixed costs, supply costs, and labour market costs (minimum wage increasing), and a rates increase would exacerbate their concerns.

- The inefficiency of the transport network caused loss of productivity and of income.

- If there was a strong business case for alleviating these issues with a rates increase, then business owners may be more amenable to an increase.

- The 1.6 differential proposed two years ago was already a cause for concern in the business community and therefore a solid business plan with tangible achievable outcomes was required to alleviate their concerns.

- The issue was not with Urban Form and Transport Initiative or SmartGrowth, but it was with the failures of executing deliverables on projects such as Durham Street and Harington Street carpark.

- It was important that any new rates revenue system was simple to understand, easy to administer and implement.

· The current capital programme was not financially sustainable with the balance sheet capacity reduced and reaching Local Government Funding Agency (LGFA) limits on debt.

· Based on the current trajectory and taking into account the potential debt of approximately half a billion to a billion dollars over the Long Term Plan cycle, it was imperative that spending was reduced, and revenue generation increased.

At 10.46am, the meeting adjourned.

At 11:02am, the meeting reconvened.

· The CEO of Infrastructure New Zealand, Paul Blair, presented on regionalism and the proposed vision for local government in the Bay of Plenty.

· According to Mr Blair, local governments were not known for making agile decisions and most institutions were consumed by the need to balance the books rather than having an outcomes based focus.

· There was a need, at the higher level, for developing a funding formula or grants framework for local government based on long term integrated spatial planning and central definitions in terms of local, regional, and national goals.

· There would be a greater chance of success in securing central funding if local authorities formed a partnership and applied as a united regional force as regional scale mattered and outweighed any individual city-level leverage.

· This partnership was not about amalgamation but about better localism to avoid local government bodies fighting for the same pool of funds.

· Amalgamation did not work in the New Zealand context because localism was better suited for the ratepayers and stakeholders due to its responsiveness to specific issues and aspirations of the local community.

· The Productivity Commission report had highlighted issues with commercial rates differential models and provided insights into why benefits were flowing to central government rather than local government.

· Most of the high performing countries had national plans and spatial planning but New Zealand was not very strong in this area and this lack in governance had led to wastage, loss of productivity and ineffective delivery of core services.

· The increase in immigration to New Zealand was also putting pressures on the abilities of central and local government to provide services, housing and employment opportunities.

· Tauranga City Council’s residential and commercial rates differentials were quite high when compared to other metro cities such as Auckland, Wellington, Hamilton, Dunedin and Christchurch.

· There was a difficulty in getting comparative information on residential rate differentials but Tauranga’s rates were the second highest after Auckland bearing in mind that Auckland charged water for ($400 residential) and wastewater ($500 residential) through Watercare.

In response to questions

· The census data showed that more people were co-sharing a dwelling because of high rental prices and cost of living.

At 11.42am, the meeting adjourned.

At 11:52am, the meeting reconvened.

· The population increase in Tauranga was putting pressure on water and wastewater services but the number of rateable units was not increasing which led to revenue constraints in funding infrastructure for services.

· Options one to four presented in the report had recognised the risks and the need for financial tools/solutions that offered a multi-faceted solution rather than a one-size fits all narrative because the issue(s) were complex.

· There was a need to reduce and prioritise capital expenditure due to the approximately half a billion dollars debt highlighted in the report (paragraph 150).

· Paragraph 150 was heavily caveated by paragraph 151 because the numbers available were outdated and did not reflect the realities of the coming years; any updated numbers needed to take into account resilience and the prioritisation plan.

· The increase to commercial rates differential was a conversation that the business community were not against, but it was consequent on Council convincing the business community on what the tangible benefits would be over a 10-20 year period.

· The support from the business community was dependent on alternative or additional funding solutions such as government funds or other rating models to illustrate that Council was not solely reliant on a commercial rates increase.

· It was important to be aware of the current economic climate due to the novel coronavirus outbreak and its impacts on local government service delivery.

· Data to make comparisons of commercial rates differential between Tauranga City Council and other areas were not readily available but a snapshot of what were the impacts of the differentials could be found in Tabled item six (6).

· The model was designed prior to the low interest rate options that were now available like the Interest Free Finance (IFF) scheme by central government.

· From 2019, Council had to make adjustments to the funding based on fundamental issues impacting capital and operational expenditures.

· It was estimated that over three years, based on rental yield and elasticity, rental prices increased by approximately $50 per week.

· The figures were good projections for decision-makers and developers, particularly in the capital programme space, to use for making informed decisions on investments in the region.

· The risk reserve was an accrual deficit of $15.5 million and was not a cash deficit.

· The benefits to Council from interest rate reductions would not be significant due Council’s asset structure. A quarter percent cut to the interest rate would be approximately $330,000 a quarter which would be a small saving in the short run.

· Debt management movement for leaky homes provisions was an additional $25 million and there was a potential for that number to change.

· The legislation had prohibited local government (except for Auckland City Council) from securing offshore funds.

· In New Zealand, the lowest interest rates were offered by the LGFA; however, there could be opportunities for Council within the region that could be explored in terms of forming partnerships to fund some off-balance sheet activities.

· In order for central government to be prepared to sign a memorandum of understanding with the sub-region for funding infrastructure projects, Council needed to take a leadership role and had to be prepared to lose some control to get a better foothold with partnership.

· Due to the climate of mistrust and views that there was waste in delivery of services by local government, an evidence-based approach was needed.

· Council had to take some risks, offer innovative approaches, and proactively approach central government with proposals rather than waiting for funding.

· The report recommendations were considered in parts.

That the Policy Committee:

(a) Receives report ‘Annual Plan 2020/21 - Draft 2020/21 Budget Options and Implications

(b) Notes that the Executive recommends that the Policy Committee approves an Annual Plan budget package in the mid to upper range of Options 3 and 4.

(f) Agrees to assess and review further opportunities to address Council’s funding and financing challenges with central government, regional local government partners, and other growth councils.

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

Against: Nil

carried 11/0

Amendment

Moved: Cr Jako Abrie

Seconded: Cr Tina Salisbury

That the Policy Committee:

(d) Recognises the rates increase of 15.1% is made up of:

(i) Business as usual general rate 3.9%

(ii) Waters 2.1%

(iii) Growth & transport planning 1.5%

(iv) Debt management 7.5%

(v) Other to reflect decisions made during the meeting to add operating expenditure 0.1%

In Favour: Crs Jako Abrie and Tina Salisbury

Against: Mayor Tenby Powell, Crs Steve Morris, Dawn Kiddie, Larry Baldock, Kelvin Clout, Bill Grainger, Andrew Hollis, Heidi Hughes and John Robson

lost 2/9

Discussion points raised

· Any rates increase discussion needed to be holistic by taking into account concerns such as housing shortage, infrastructure, geography, resilience, and future growth.

· Rates increases created additional financial pressure on people who may be already financially stretched, and the Council needed to be cognisant of this effect when setting the budget.

· The Council was cognitive of the business community’s issues and concerns.

· By increasing rates to generate revenue, Council showed regional and national partners that it was serious about investing in the region.

· Central government set the legislative parameters under which local government operated and these constrained the actions that the Council could undertake.

Amendment

Moved: Cr Larry Baldock

Seconded: Mayor Tenby Powell

That the Policy Committee:

(d) Recognises the rates increase of 12.6% is made up of:

(i) Business as usual general rate 3.9%

(ii) Waters 2.1%

(iii) Growth & transport planning 1.5%

(iv) Debt management 5%

(v) Other to reflect decisions made during the meeting to add operating expenditure 0.1%

(e) Approves a further amendment to the rating structure by reducing the uniform annual general charge to 10% and a further increase in the commercial differential to 1.3 (over and above the reduction to 15% approved by Council in December).

In Favour: Mayor Tenby Powell, Jako Abrie, Larry Baldock, Kelvin Clout, Heidi Hughes and Tina Salisbury

Against: Crs Steve Morris, Dawn Kiddie, Bill Grainger, Andrew Hollis and John Robson

carried 6/5

Discussion points raised

· The staff were thanked by councillors for their work in the annual plan process and for the recommendations that had been provided.

· During the consultation period, it was recommended that ratepayers engage with councillors and Council to provide their feedback which also assisted in the Long Term Plan process.

· Further options should be explored to provide more funding for those organisations that were doing work on the ground in the community addressing social issues such as homelessness, roughsleeping, begging and so forth.

At 2:52 pm, Mayor Tenby Powell left the meeting.

At 2:53 pm, Cr Jako Abrie left the meeting.

At 2:53 pm, Mayor Tenby Powell and Cr Jako Abrie returned to the meeting.

Committee Resolution PO7/20/2

Moved: Cr Larry Baldock

Seconded: Mayor Tenby Powell

That the Policy Committee:

(a) Receives report ‘Annual Plan 2020/21 - Draft 2020/21 Budget Options and Implications

(b) Notes that the Executive recommends that the Policy Committee approves an Annual Plan budget package in the mid to upper range of Options 3 and 4.

(d) Recognises the rates increase of 12.6% is made up of:

(i) Business as usual general rate 3.9%

(ii) Waters 2.1%

(iii) Growth & transport planning 1.5%

(iv) Debt management 5%

(v) Other to reflect decisions made during the meeting to add operating expenditure 0.1%

(f) Agrees to assess and review further opportunities to address Council’s funding and financing challenges with central government, regional local government partners, and other growth.

Carried

Attachments

1 Annual Plan Presentation - Paul Davidson and Christine Jones

2 Impact of housing shortage in Tauranga City - Christina Leung (NZIER)

3 Building Regions - A vision for local government, planning law and funding reform - Paul Blair (Infrastructure NZ)

4 Tabled item 1 – Cr. Kelvin Clout calculations

5 Tabled item 2 – Tauranga City Council calculations

6 Tabled item 3 – Debt retirement levy – Tauranga City Council

7 Tabled item 4 - Whiteboard question responses - Breakdown of AP submissions from deliberations report

8 Tabled item 5 - Whiteboard question responses - rates

9 Tabled item 6 - Rates differentials

At 3.00 pm the meeting adjourned.

At 3:10 pm the meeting reconvened.

7.2 Impact of Housing Shortage for Tauranga City (NZIER Report)

Staff: Christine Jones, General Manager: Strategy & Growth

Key points

· The report was taken as read and there was no discussion or questions asked.

Committee Resolution PO7/20/2

Moved: Cr Jako Abrie

Seconded: Cr Dawn Kiddie

That the Policy Committee:

Receives the report ‘Impact of Housing Shortage for Tauranga City’

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

Absent: Mayor Tenby Powell

Against: Nil

Carried

7.3 Submission on Infrastructure Funding and Financing Bill

Staff: Frazer Smith, Strategic Finance & Growth

Paul Davidson, General Manager: Corporate Services

Committee Resolution PO7/20/4

Moved: Cr Larry Baldock

Seconded: Cr John Robson

That the Policy Committee:

(a) Endorses the draft submission (Attachment 1) on the Infrastructure Funding and Financing Bill.

Carried

Key points

· The Bill had support of Council in recognition of the circumstances and it was a positive step towards the right direction.

· It was not a silver bullet but a tool in the wider toolbox to achieve deliverables.

· It was accepted that the financial impacts on levy payers had to be taken into account.

In response to questions

· Cost overruns in the previous Development Contributions were not recoverable or chargeable but central government under its support package will now absorb any cost overruns.

At 3:14 pm, Mayor Tenby Powell returned to the meeting.

· Appendix C in page 133 of the Agenda provided some indicative annual costs to the ratepayer using the example of the Te Tumu project which was a $300 million investment required for a project of that scale.

· There was a need to explore other financing options because the funding model for local government was not working.

8 Discussion of Late Items

Nil

The Meeting closed at 3.20pm.

The minutes of this meeting to be confirmed at the Policy Committee Meeting held on 8 September 2020.

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

CHAIRPERSON

Unconfirmed Policy Committee Meeting Minutes

16 June 2020

MINUTES

Policy Committee Meeting

Tuesday, 16 June 2020

Order Of Business

1 Apologies. 3

2 Public Forum.. 3

2.1 Mr. John Adshead - Dogs on the beach. 3

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. 4

6.1 Minutes of the Policy Committee meeting held on 19 November 2019. 4

6.2 Minutes of the Policy Committee meeting held on 11 February 2020. 4

6.3 Minutes of the Policy Committee meeting held on 19 February 2020. 5

6.4 Minutes of the Policy Committee meeting held on 20 February 2020. 5

6.5 Minutes of the Policy Committee meeting held on 3 March 2020. 5

10.1 Public Excluded minutes of the Policy Committee meeting held on 19 November 2019 6

7 Declaration of Conflicts of Interest 6

8 Business. 6

8.1 Policy and Bylaw programme. 6

8.2 Setting the Strategic Direction for the Long Term Plan. 7

9 Discussion of Late Items. 8

MINUTES OF Tauranga City Council
Policy Committee Meeting
HELD AT THE Tauranga City Council, Council Chambers, 91 Willow Street, Tauranga
ON Tuesday, 16 June 2020 AT 9am

IN ATTENDANCE: Marty Grenfell (Chief Executive), Paul Davidson (General Manager: Corporate Services), Susan Jamieson (General Manager: People & Engagement), Christine Jones (General Manager: Strategy & Growth), Gareth Wallis (General Manager: Community Services), Jeremy Boase (Manager: Strategy & Corporate Planning), Avon Adam (Manager: Communications & Engagement), Ariell King (Team Leader: Policy), Josh Logan (Team Leader: Corporate Planning), Sarah Stewart (Strategic Advisor), Fiona Nalder (Strategic Advisor), Coral Hair (Manager: Democracy Services), Robyn Garrett (Team Leader: Committee Support), Jenny Teeuwen (Committee Advisor) and Raj Naidu (Committee Advisor)

1 Apologies

Apology

Committee Resolution PO8/20/1

Moved: Cr Tina Salisbury

Seconded: Mayor Tenby Powell

That the apology for lateness received from Cr Larry Baldock be accepted.

Carried

2 Public Forum

2.1 Mr. John Adshead - Dogs on the beach

Key points

· During the Christmas holidays, the submitter had his grandchildren visiting and when walking on the beach, one of the grandchildren was traumatised by unleashed large dogs approaching her.

· Mr Adshead stated that he did not want to ban dogs on the beach but wanted some restrictions put in place for when dogs could be walked on beaches without a leash.

· In his view, a Bylaw about dogs on leashes had to be considered to protect the public from dog attacks.

· Mr Adshead proposed from 9.00am until 4.00pm walking restrictions would apply, and dogs must be on a leash when being walked, and from 4.00pm until 9:00 am dogs can be walked without a leash.

· Mr Adshead believed that the above proposal gave the public equitable and safe access to the beach, particularly children and the elderly, while balancing the needs of dog walkers.

In response to questions

· Mr Adshead advised he wanted the Bylaw to have an enforceable area from Leisure Island to the end of Papamoa beach.

· Mr Adshead stated that he believed an issue with dog attack statistics was that not all dog attacks or near misses were reported.

Discussion points raised:

· The fear of dogs was a real concern and people were genuinely scared to go to beaches because of unleashed dogs being walked.

Staff action:

· Staff to provide statistics and incident report on the frequency of dog attacks on beaches.

At 9.07AM, Cr Larry Baldock entered the meeting.

3 Acceptance of Late Items

Nil

4 Confidential Business to be Transferred into the Open

Nil

5 Change to Order of Business

Nil

6 Confirmation of Minutes

6.1 Minutes of the Policy Committee meeting held on 19 November 2019

Committee Resolution PO8/20/2

Moved: Cr Tina Salisbury

Seconded: Cr Kelvin Clout

That the minutes of the Policy Committee meeting held on 19 November 2019 be confirmed as a true and correct record.

Carried

6.2 Minutes of the Policy Committee meeting held on 11 February 2020

Committee Resolution PO8/20/3

Moved: Cr Tina Salisbury

Seconded: Cr Kelvin Clout

That the minutes of the Policy Committee meeting held on 11 February 2020 be confirmed as a true and correct record.

Carried

6.3 Minutes of the Policy Committee meeting held on 19 February 2020

Committee Resolution PO8/20/4

Moved: Cr Tina Salisbury

Seconded: Cr Kelvin Clout

That the minutes of the Policy Committee meeting held on 19 February 2020 be confirmed as a true and correct record.

Carried

6.4 Minutes of the Policy Committee meeting held on 20 February 2020

Committee Resolution PO8/20/5

Moved: Cr Tina Salisbury

Seconded: Cr Kelvin Clout

That the minutes of the Policy Committee meeting held on 20 February 2020 be confirmed as a true and correct record.

Carried

6.5 Minutes of the Policy Committee meeting held on 3 March 2020

Committee Resolution PO8/20/6

Moved: Cr Tina Salisbury

Seconded: Cr Kelvin Clout

That the minutes of the Policy Committee meeting held on 3 March 2020 be confirmed as a true and correct record.

Carried

6.6 Public Excluded minutes of the Policy Committee meeting held on 19 November 2019

Committee Resolution PO8/20/7

Moved: Cr Larry Baldock

Seconded: Cr Tina Salisbury

That the Public Excluded minutes of the Policy Committee meeting held on 19 November 2019 be confirmed as a true and correct record.

Carried

7 Declaration of Conflicts of Interest

Nil

8 Business

8.1 Policy and Bylaw programme

Staff Jeremy Boase, Manager: Strategy & Corporate Planning

Ariell King, Team Leader: Policy

Key points

· The Policy and Bylaw programme showed a number of policies and bylaws that had been completed and those that were underway.

In response to questions

· To allocate resourcing for the Public Forum speaker’s request would displace some work that was currently in the programme.

· After wide public consultation in 2018, Council had adopted the Dog Management Bylaw.

· Unleashed dogs had attacked penguins, other birds and members of the public so there was a need to look into the Bylaw.

Discussion points raised

· It was important to establish the scope of reviewing the Beaches Bylaw and determine whether review would focus on dogs only or whether it would be a more comprehensive review and take into account other nuisances or issues such as horses on beaches including Tangata Whenua concerns.

Staff Action

· Staff to advise on implications of making changes to a Bylaw like the Beaches Bylaw or Dogs Management Bylaw.

· Staff to provide copy of previous submissions made to the 2018 Bylaws, public consultations and dog incident statistics from the Animal Control and Parks & Recreation teams.

At 9.17AM the meeting adjourned.

At 9.22AM the meeting reconvened.

Committee Resolution PO8/20/8

Moved: Cr John Robson

Seconded: Cr Heidi Hughes

That the Policy Committee:

i. Approves the current and proposed policy and bylaw programme set out in Attachment One.

ii. Staff report back on the Beaches Bylaw 2018 and Dog Management Bylaw 2018 and issues and options in relation to changes concerning dogs on beaches, specifically public safety and protection of natural habitats.

Carried

8.2 Setting the Strategic Direction for the Long Term Plan

Staff Fiona Nalder, Strategic Advisor

Jeremy Boase, Manager: Strategy & Corporate Planning

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.

Key points

· The process of setting the strategic direction for the Long Term Plan (LTP) started six months ago to create an inclusive city-wide vision that was owned by the city.

· However, due to COVID-19 there were significant disruptions to the process which affected timelines. As a result, it was agreed that a more pragmatic approach would be to split the process into two parts that would run concurrently.

· One process was the 18 months comprehensive process to work on creating the city-wide vision and the other would be approximately six months targeted prioritisation of setting the LTP which would then merge into the 18 months process at a later stage.

· This approach would provide a basic direction for the LTP and build up a prioritisation programme based on the four well-being elements under the Local Government Act 2002 (LGA).

· The proposed process would give staff the opportunity to cross-reference community outcomes, existing information from the last LTP, results from the vital signs survey, feedback from community engagements, and adapt them towards the current process.

· The core issues at the forefront of the process were city planning, transport, and growth.

· There was a new set of proposed draft principles that were to replace the commitment statements in the LTP.

· Staff recommended taking the draft community outcomes out for public consultation to establish prioritisation goals.

· The results of the community consultation would then be combined with internal work being carried out around growth projections, financial position, and legislative requirements in order to build a more transparent and evidence-based way to prioritise decisions.

In response to questions

· If the lockdowns had not occurred, a range of engagement processes would have been carried out with the Mayor and Councillors such as executive briefings, workshops, vital updates on outcomes of the 4800 people that responded to the survey, WSP Future Ready project, etc.

· The implications of delaying the adoption of the recommendations by conducting a workshop first would depend on the length of delay as one or two weeks was not a problem but any more than that would impact budgetary projections and work in the prioritisation matrix.

· The issues with a slight delay (provided that it was one or two weeks) were not insurmountable, however, there was a risk that the public could get confused between the Annual Plan and LTP processes because deadlines were beginning to merge.

· The staff preference was not to change the wording significantly because it followed a standard set across most councils and further changes could delay the work significantly.

Discussion points raised

· The short-hand long arm concept was good to keep in mind in order to understand the difference between the comprehensive process and the interim process.

· It was recommended that consultations be delayed until after the Annual Plan consultations.

· A workshop was going to be helpful for the six new councillors who have not been through an LTP process before.

· Page 79 was a good reference point because it gave a synopsis of the five refreshed community outcomes and discussed the principles in detail.

Staff Action:

· Staff to organise a workshop for elected members.

Committee Resolution PO8/20/9

Moved: Cr Jako Abrie

Seconded: Cr Larry Baldock

That the Policy Committee,

(a) Note the content of the Strategic Direction Paper (Attachment 1).

(b) Approve the proposed Long-Term Plan 2021-2031 community outcomes and principles for consultation.

(d) Approve the Environmental Scan and Future Implications Report for public release (Attachments 2 and 3).

Carried

Attachments

1 Presentation - Strategic Direction Paper

9 Discussion of Late Items

Nil

The meeting closed at 9.44am

The minutes of this meeting to be confirmed at the Policy Committee meeting held on 8 September 2020.

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

CHAIRPERSON

UNCONFIRMED Policy Committee Meeting Minutes

28 July 2020

MINUTES

Policy Committee Meeting

Tuesday, 28 July 2020

Order Of Business

1 Apologies. 3

2 Public Forum.. 3

3 Acceptance of Late Items. 3

4 Confidential Business to be Transferred into the Open. 3

5 Change to Order of Business. 4

6 Declaration of Conflicts of Interest 4

7 Business. 4

7.1 Report back on the Dog Management Bylaw 2018, Dog Management Policy and Beaches Bylaw 2018. 4

7.2 Final Statements of Intent 2020/21 to 2022/23 for BOPLASS and LGFA.. 6

8 Discussion of Late Items. 6

MINUTES OF Tauranga City Council

Policy Committee Meeting

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

ON Tuesday, 28 July 2020 AT 9.30am

PRESENT: Cr Steve Morris (Chairperson), Cr Dawn Kiddie (Deputy Chairperson), Mayor Tenby Powell, Cr Jako Abrie, Cr Larry Baldock, Cr Kelvin Clout, Cr Bill Grainger, Cr Heidi Hughes, Cr John Robson, and Cr Tina Salisbury.

IN ATTENDANCE: Marty Grenfell (Chief Executive), Paul Davidson (General Manager: Corporate Services), Susan Jamieson (General Manager: People & Engagement), Christine Jones (General Manager: Strategy & Growth), Gareth Wallis (General Manager: Community Services), Sam Fellows (Manager: Environmental Regulation), Ariell King (Team Leader: Policy), Jeremy Boase (Manager: Strategy & Corporate Planning), Anne Blakeway (Manager: CCO Relationships and Governance), Mohan De Mel (Treasurer), Coral Hair (Manager: Democracy Services), Carlo Ellis (Manager: Strategic Maori Engagement), Jenny Teeuwen (Committee Advisor), and Raj Naidu (Committee Advisor).

1 Apologies

Apology

Committee Resolution PO10/20/1

Moved: Cr Tina Salisbury

Seconded: Mayor Tenby Powell

That the apology for lateness received from Cr Larry Baldock and lateness or potential absence from Cr Andrew Hollis be accepted.

Carried

2 Public Forum

Nil

3 Acceptance of Late Items

Nil

4 Confidential Business to be Transferred into the Open

Nil

5 Change to Order of Business

Nil

6 Declaration of Conflicts of Interest

Nil

7 Business

7.1 Report back on the Dog Management Bylaw 2018, Dog Management Policy and Beaches Bylaw 2018

Staff Ariell King, Team Leader: Policy

Sam Fellows, Manager: Environmental Regulation

Jeremy Boase, Manager: Strategy & Corporate Planning

Key points

· The report was based on a request by the Mayor and Councillors after hearing the public forum submission by Mr John Adshead on 16 June 2020.

· The report contained an overview of the legislation, statistics of incidents on beaches, provided analysis, issues and options.

In response to questions

· In response to a question from the Chairperson, the Chief Executive stated that he was not comfortable with the original wording of recommendation (c) with respect to the delegation and that he had a conflict of interest with respect to the temporary prohibition clause because he also walked his dog in the area.

· The options were to either re-word recommendation (c) or to continue with the status quo which was the Bylaw provisions of dogs on leashes in the area of beach concerned.

· August to January was the breeding season for a number of wildlife in the area which was why it was the period chosen for the temporary prohibition period.

At 9.37pm, Cr Larry Baldock entered the meeting.

· The theme from the submissions to the Dog Management Bylaw 2018, Dog Management Policy and Beaches Bylaw 2018 was that the community had preferred dogs on leashes rather than prohibition.

· The Dog Management Bylaw 2018 provided the capacity to go ahead with implementing actions without needing to go for public consultation.

· Tangata Whenua were not consulted during the drafting of the report recommendations.

Discussion points raised

· It was agreed in principle to change the wording of recommendation (c) to remove the delegation to the Chief Executive so that it became a decision (and ownership thereof) of the Committee.

· Some members of the community had a genuine fear and phobia of dogs, so the review of the Dog Management Bylaw 2018, Dog Management Policy and Beaches Bylaw 2018 gave them some comfort that their concerns were being heard and subsequently addressed.

· Wildlife and biodiversity were important and had to be protected, particularly the breeding grounds of endangered species.

· The current signage had to be reviewed and improved by making it more interactive and interpretive so that it engaged and educated the community on the wildlife in the area, their fragility, and dangers they faced.

· Moturiki was already identified as a ‘no dogs allowed’ area and dog owners were prohibited from going any further northwest of Shark Alley.

· There were 18,000 metres of beach that was accessible to the community, and the proposed 225 metres was considered negligible in the greater scheme of things.

Committee Resolution PO10/20/2

Moved: Cr John Robson

Seconded: Cr Heidi Hughes

That the Policy Committee:

(a) Agrees that a review of the Dog Management Bylaw 2018, Dog Management Policy and Beaches Bylaw 2018 is not required at this time.

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

Against: Nil

carried 10/0

(b) Supports a review of existing signage to raise awareness of the existing restrictions in the Dog Management Bylaw.

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

Against: Nil

carried 10/0

(c) Supports implementation (as per the bylaw) of a temporary prohibition of the area 255 metres further south beyond Moturiki (colloquially known as Shark Alley) from August to January.

In Favour: Crs Dawn Kiddie, Mayor Tenby Powell, Jako Abrie, Kelvin Clout, Bill Grainger, Heidi Hughes, John Robson and Tina Salisbury

Against: Crs Steve Morris and Larry Baldock

carried 8/2

(d) Supports consideration of funding in the draft Long-term Plan 2021 – 31 for additional enforcement officers, educational resources, events and signage to assist in the implementation of the Dog Management Bylaw and Dog Management Policy.

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

Against: Nil

carried 10/0

Carried

7.2 Final Statements of Intent 2020/21 to 2022/23 for BOPLASS and LGFA

Staff Anne Blakeway, Manager: CCO Relationships and Governance

Mohan De Mel, Treasurer

Key points

· The report was taken as read and no questions were asked.

Discussion points raised

· It was good that past savings were included in the BOPLASS report, but it was equally important to illustrate future savings, particularly in the current socio-economic environment.

· It was suggested that Council Controlled Organisations and other organisations that were funded by Tauranga City Council could look at publishing Annual Reports.

Committee Resolution PO10/20/3

Moved: Mayor Tenby Powell

Seconded: Cr John Robson

That the Policy Committee:

(a) Receives the final Statements of Intent 2020/21 to 2022/23 for Bay of Plenty Local Authority Shared Services Limited and Local Government Funding Agency report.

(b) Receives and agrees Bay of Plenty Local Authority Shared Services Limited’s final Statement of Intent 2020/21 to 2022/23 (Attachment 1).

(c) Receives and agrees the Local Government Funding Agency’s Letter to Shareholders (Attachment 2) and final Statement of Intent 2020/21 to 2022/23 (Attachment 3).

(d) Notes that Council will receive the final Statements of Intent 2020/21 to 2022/23 for Bay Venues Limited, Tauranga Art Gallery Trust and Tourism Bay of Plenty by 31 July 2020.

Carried

8 Discussion of Late Items

Nil

The meeting closed at 9.57am.

The minutes of this meeting were confirmed at the Policy Committee meeting held on 8 September 2020.

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

CHAIRPERSON

Policy Committee Meeting Agenda

8 September 2020

8 Business

8.1 Adoption of the Library Archives Policy

File Number: A11776501

Author: Emma Joyce, Policy Analyst

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. To adopt the Library Archives Policy 2020 (Attachment one).

Recommendations

That the Policy Committee:

(a) Adopt the Library Archives Policy 2020.

(b) Delegate to staff the ability to make minor changes to the policy for the purposes of correction or clarification.

Executive Summary

2. Tauranga City Libraries is currently digitising its archive collection in order to make the extensive collection of documentary heritage more accessible to the general public. As part of this work, staff identified a need for a robust policy to guide the long-term management of the collection.

3. This report requests the Committee first agree that a policy is the best option to support the long-term management of the collection, and then adopt the draft Library Archives Policy 2020 (Attachment one).

Background

4. Tauranga City Libraries is home to an extensive archive of documentary heritage relating to Tauranga and the western Bay of Plenty. This collection includes for example, photographic material, oral histories, maps and rare books, and are generally moveable and able to be preserved or created as part of a deliberate documentary process. The collection also includes items with a Māori provenance. This material is currently housed in a temperature and humidity controlled fireproof room in the central library.

5. The libraries team is currently digitising the collection to increase its accessibility and ensure long-term survival. The allocation of funding to the digitisation project through the Long-Term Plan 2018-2028 acknowledged that the items in the collection are “raw material” for future story-telling and innovation. Preserving and making available those items supports the creation of well-documented narratives about the history of Tauranga Moana and recognises the expertise and role of the library as a place for heritage research.

6. As part of this project, staff noted that a lack of policy guiding the long-term management of the archive increased the risk of it being lost or damaged due to mishandling or neglect. There is also currently no requirement that staff adhere to professional practice when handling items, particularly taonga Māori.

7. Council has adopted formal policies to ensure good management of other art and heritage collections in its ownership or custodianship. These policies ensure collection management is informed by professional practice, has regard for tikanga, and includes guidance for accessioning new items into the collection. However, the absence of similar for the archives presents a risk that the collection will be lost or damaged through mishandling or neglect.

8. Staff have also been approached by potential donors but lack a formal position on what items are suitable to be accessioned into the collection. A library archives policy addresses both issues.

9. As well as ensuring proper handling and guiding future accessions, a public, external facing policy supports the overall purpose of the digitisation project to raise the public profile of the collection. A public policy is also consistent with the approach taken to other arts and heritage collection policies. It is not intended to merge these policies at this time due to differences between the collections and relevant professional handling practices.

Strategic / Statutory Context

10. The Heritage New Zealand Pouhere Taonga Act 2014 notes the value of local authorities working collaboratively with other agencies, organisations and tangata whenua to conserve and protect our cultural heritage.

11. An important aspect of cultural well-being is providing for persons to retain, interpret and express their history and heritage. The recommendation to adopt an archives policy guiding the preservation and accessibility of the collection supports this outcome.

Financial Considerations

12. There are no financial considerations directly arising from this issues and options paper. The annual plan includes funding for the wider digitisation project. Material is added to the collection primarily through donations and no budget is requested to support future acquisitions.

13. The archives are currently held in a temperature and humidity-controlled fireproof room in the central library. Subject to a decision to continue with the development of an archives policy, this arrangement will be formalised in the policy. Therefore, any future decision to relocate the collection from the central library will need to comply with the policy provisions on appropriate storage, including if items are placed in a temporary storage facility. This may have a cost implication.

Legal Implications / Risks

14. There are no legal implications arising from this policy. Copyright and privacy policies ensuring fair usage of the material in the archives have been drafted as part of the wider project to digitise the archives and make them more accessible to the general public.

Consultation / Engagement

15. Staff contacted recent donors, interested individuals and groups, and relevant organisations while developing this paper. There was widespread support for developing a policy that increased the profile of the archives, ensured the appropriate handling of materials, and included criteria to guide future acquisitions and deaccessioning.

16. Similar support for ensuring best practice management and ongoing management was also expressed in letters of support provided to accompany applications for external funding. Particular reference was made to the importance of the archives for persons undertaking historical research in relation to marae or hapū research.

17. No further consultation or engagement is recommended.

Options Analysis

18. The draft policy is consistent with professional standards for archive collections, including guidelines for accessioning. Community feedback supported the geographical scope of the collection extending to the western Bay of Plenty subregion. The Committee could agree to adopt the policy or decide not to adopt the policy. The advantages and disadvantages of each option is outlined in table one below.

Table one: Advantages and disadvantages of developing an archives policy

Option	Advantages	Disadvantages
1.1	Adopt library archives policy (recommended)	· Supports the preservation of our cultural heritage. · Ensures appropriate handling of documentary heritage, including taonga Māori. · External policy supports raising the profile and visibility of the archives and acknowledges community and user interest in ensuring the ongoing preservation of the material. · Supports the current project to digitise and make accessible the archives. · Allows for further discussion on combined documentary heritage and museum heritage policy in the future.	· Nil
1.2	Do not a adopt library archives policy	· Nil	· No overall governance policy guiding future management and collection · Risk that items will be damaged through mishandling and unprofessional practice. · No requirement to consider tikanga when handling items of Māori provenance. · Management-only processes and procedures may not support increase in archives profile or community awareness on safe handling and accessioning procedures.

Option

Advantages

Disadvantages

1.1

Adopt library archives policy

(recommended)

· Supports the preservation of our cultural heritage.

· Ensures appropriate handling of documentary heritage, including taonga Māori.

· External policy supports raising the profile and visibility of the archives and acknowledges community and user interest in ensuring the ongoing preservation of the material.

· Supports the current project to digitise and make accessible the archives.

· Allows for further discussion on combined documentary heritage and museum heritage policy in the future.

· Nil

1.2

Do not a adopt library archives policy

· Nil

· No overall governance policy guiding future management and collection

· Risk that items will be damaged through mishandling and unprofessional practice.

· No requirement to consider tikanga when handling items of Māori provenance.

· Management-only processes and procedures may not support increase in archives profile or community awareness on safe handling and accessioning procedures.

19. If the Committee agrees to a policy, the geographic scope will include Tauranga and the wider western Bay of Plenty region, as well as reflecting tribal boundaries. Other criteria for accessioning will ensure the archives maintain a focus on documentary heritage and items are able to be properly cared for by the library staff.

Significance

20. Under the Significance and Engagement Policy, the recommended option to adopt the policy is of low significance as it is of limited public interest.

Click here to view the TCC Significance and Engagement Policy

Next Steps

21. The adopted policy will be made available on the Council web

Attachments

1. Draft Library Archives Policy 2020 - A11674239 ⇩

Policy Committee Meeting Agenda

8 September 2020

TAURANGA_CITY_LOGO DRAFT library Archives POLICY 2020

Policy type	Council
Authorised by	Executive
First adopted	Adoption date	Minute reference	Not applicable
Review date	This policy will be reviewed every five years or earlier if necessary.

1. PURPOSE

1.1 To define the professional and institutional standards to which the Library Archives:

§ acquire collections

§ preserve collections

§ make collections available to the public

2. SCOPE

2.1 This policy applies to archive materials in analogue and digital format held by Tauranga City Libraries. This includes (but is not limited to): documents, photographs, books, maps, oral histories, artworks and material made publicly available on Pae Korokī.

2.2 The policy does not apply to material held in the general library collection.

3. Definitions

3.1 For the purposes of this document, the following definitions apply:

Term	Definition
Acquisition	Materials received by a repository as a unit; an accession.
Appraisal	The process of identifying materials offered to an archive that have enough value to be accessioned.
Archives	Materials created or received by a person, family, or organisation, public or private, in the conduct of their affairs and preserved because of the enduring value contained in the information they contain or as evidence of the functions and responsibilities of their creator, especially those materials maintained using the principles of provenance, original order, and collective control; permanent records. For the purposes of this policy, materials must be related to Tauranga or western Bay of Plenty.
Born digital	Information created in electronic format.
Conservation	Application of specific treatments carried out to protect collection items.
Deposit	To transfer records or other materials to a repository without transfer of title. Materials placed in a repository by such action.
Digital surrogate	A digital reproduction of a material object, such as a painting or a letter.
Documentary heritage	Documentary heritage is defined as comprising items that are: § Moveable. § Made up of signs/codes, sounds and/or images. § Able to be preserved. § Able to be produced and migrated. § The product of a deliberate documentary process.
Donation/Gift	Material, including title, that is transferred, without compensation, from one party to another.
Library Archives	Archives held by Tauranga City Libraries.
Loan	The temporary transfer of materials from one party to another.
Pae Korokī	Tauranga City Libraries’ online platform for archive collections.
Preservation	Procedures and policies for the overall management and care of the collections.
Taonga	Are archive materials of Māori origin and includes all formats as defined in 2.1 of this policy.

4. Principles

4.1 The Library Archives reflect a partnership between Māori and Pākēhā built on the principles outlined in Te Tiriti o Waitangi.

4.2 The archives reflect Tauranga Moana and western Bay of Plenty’s diverse cultural identities and perspectives and promote intercultural and intra-cultural understanding and perspectives.

4.3 As kaitiaki, the archives have a moral responsibility to safeguard the collections in their care. Such responsibility ensures longevity of collections and access to these diverse stories for future generations.

4.4 The archives ensure that acquisition, preservation and access align with tikanga Māori and are responsive to Māori, particularly with regards to taonga Māori collections.

4.5 The archives ensure that approaches to acquisition, preservation and access are guided by national and international standards.

5. Policy Statement

5.1 Role and purpose of the archives

5.1.1 The role of the Library Archives is to collect, preserve and share the diverse stories of Tauranga Moana for the benefit of the whole community – now and in the future.

5.1.2 The archives are a place to explore and make connections with the region and its community. The collections provide insight into ancestors and their memories left behind.

5.2 Geographical boundaries

5.2.1 The Library Archives will primarily curate material relevant to the western Bay of Plenty subregion (Tauranga City Council and Western Bay of Plenty District Council areas).

5.2.2 In relation to collecting taonga Māori, tribal boundaries may be considered. The following guidelines help identify the wider collecting area.

Mai i Ngā Kuri a Whārei ki te ihu o te waka o Te Arawa ma te Awa o te Atua. Ka huri atu ki te tihi o Arapohatu o te pae maunga a Kaimai ki nga motu o te moana nui a Toi te Huatahi.

(From Waihī region to Maketū and beyond there to Matatā. From the summit of arapohatu including the range of mountains known as the Kaimai and the offshore islands of the Bay of Plenty).

5.2.3 The Library Archives will also collect material from elsewhere in New Zealand, the Pacific and the wider world which relates to Tauranga Moana and the western Bay of Plenty.

5.3 Acquisition and collection development

5.3.1 The Library Archives comprise documentary heritage relating to Tauranga Moana and the western Bay of Plenty. Collections include:

§ manuscripts and archives: personal papers, research papers and business papers, created by or pertaining to local individuals and organisations

§ photographic material: negatives, positives, prints and digital photographs

§ maps

§ oral histories

§ paper-based artworks

§ rare books

5.3.2 When a collection is offered for donation, other formats may be considered on a case-by-case basis.

5.3.3 Ongoing acquisition is essential to developing the Library Archives and maintaining its relevance and significance to Tauranga Moana and the western Bay of Plenty. The development of the archives is guided by the following:

· responding to customer and community demand and local interest

· enhancing strengths and addressing gaps in the collections

· ensuring material is of continuing relevance to the wider Tauranga Moana community

· researching taonga Māori provenanced to the region

· priority acquisitions identified and implemented as part of collecting plans.

5.3.4 Material may be added to the archives if it conforms to the criteria listed at schedule one to this policy.

5.3.5 If a collection is offered, the archives retains the right to refuse any part of it. The archives will not necessarily accept a bequest or any part thereof, based on the considerations at schedule one.

5.3.6 The archives may identify and remove unwanted items from a larger body of material as part of the acquisition or cataloguing process. This is often to remove duplicate material but may also involve removing material that does not meet the criteria at schedule one, is outside the scope of strategic collecting plans, or is not suitable for long-term preservation due to the physical condition of the materials

5.3.7 An appraisal statement is made clear when accepting donations and is included in the donation paperwork.

5.4 Preservation of archives

5.4.1 The archives are securely stored in a fireproof, temperature and humidity-controlled environment that upholds tikanga Māori and international standards. Risks to the collection are mitigated through regular monitoring and assessment.

5.4.2 Digital material is backed-up and stored on secure servers.

5.4.3 The preservation and conservation needs of the archives are assessed at the point of deposit, throughout the cataloguing process, and when material is produced to customers in the library.

5.4.4 Preventive treatment, such as re-housing, is completed by staff in-house. Interventive treatment is outsourced to qualified conservators who are members of The New Zealand Conservators of Cultural Materials Pu Manaaki Kahurangi Incorporated (NZCCM).

5.4.5 Preservation copying is used to mitigate risks associated with handling of vulnerable collection items. In these cases, a digital surrogate, which is faithful to the original, is produced in place of the original. Surrogates are created according to appropriate standards for preservation and access. Due care is taken when transporting items for digitisation to ensure their safety, security and integrity.

5.4.6 Ongoing access to digital collections is ensured through rigorous digital-preservation processes that are guided by international best practice and standards.

5.4.7 The Library Archives maintains best practice plans and procedures to prevent, minimise, react to and recover from emergency situations that may damage both physical and digital collections.

5.5 Accessibility of archives

5.5.1 Physical access to the Library Archives is only provided in the library, where standard-driven procedures are in place to guarantee the security of the collection.

5.5.2 Items from the Library Archives may be loaned to other institutions subject to a risk assessment. Prospective borrowers must meet all Conditions for Loans.

5.5.3 Access to born-digital items and digital surrogates is provided through Pae Korikī, Tauranga City Libraries’ online platform for archive collections.

5.5.4 The Library Archives have a clear permissions and constraints framework within which the community can discover and re-use items. This framework ensures the rights and responsibilities of the researcher are communicated clearly:

· A kaitiakitanga statement is used to communicate the ethical and cultural parameters around access and re-use.

· For works where copyright is likely to apply, but the rights owner is unable to be identified or traced after a reasonable search, a clear statement is provided to researchers, and strong ‘take-down’ procedure is in place.

· Where no copyright restriction applies, the archives provide the items for use and reuse with a clear statement, but only after careful consideration of cultural and ethical issues.

5.5.5 All public access arrangements will ensure that agreements with donor and depositors are honoured. Carefully written acknowledgements also offer researchers – especially those discovering material from the archives through other channels – a clear route back to their original context.

6. Relevant Delegations

6.1 The implementation of this policy is delegated to the Chief Executive or their sub-delegate.

7. References and Relevant Legislation

· Heritage New Zealand Pouhere Taonga Act 2014

· New Zealand National Library: Te Mauri o Te Mātauranga: Purihia, Tiakina! Principles for the Care and Preservation of Māori Materials

· New Zealand National Library Preservation Policy

· New Zealand National Library Collection Use and Reuse Policy

· The New Zealand Conservators of Cultural Materials Pu Manaaki Kahurangi Incorporated’s Code of Ethics

· Auckland Libraries Māori Collection Management Policy

· The display and conservation of taonga Māori – establishing culturally appropriate display and conservation facilities: Mahi Māreikura – a work in progress, Hēmi Whaanga, Te Pua Wānanga ki te Ao (School of Māori and Pacific Development),Te Whare Wānanga o Waikato (University of Waikato), 2006

· BS 4971:2017 – Conservation and care of archive and library collections

· PAS 198:2012 – Specification for managing environmental conditions for cultural collections

· ISO 11799:2015 – Information and documentation – Document storage requirements for archive and library materials

· ISO 14721:2012 – Space data and information transfer systems. Open archival information system (OAIS). Reference model

· BS EN 16893:2018 Conservation of Cultural Heritage – Specifications for location, construction and modification of buildings or rooms intended for the storage or use of heritage collections

· ISO/TR 19814:2017 – Information and documentation – Collections management for archives and libraries

8. ASSOCIATED POLICIES/PROCEDURES

· Tauranga Museum Collection Policy

· Conditions for Loans

· Digitisation Guidelines

9. schedules

Schedule one: Acquisition Criteria

Acquisition criteria

Item is documentary heritage as defined in section 3.1 of this policy

Item is consistent with the collection development guidelines outlined in section 5.3 of this policy

The archives is able to meet the cost of acquiring, storing, managing, and making collection items accessible

The donor or depositor has declared their right to legal title

The material is unrestricted by conditions, except in special circumstances and with the approval of a member of Tauranga City Libraries’ management team

The archives can provide appropriate conditions and proper care for the material in keeping with professionally accepted standards

The material was not illegally exported from its country of origin, or illegally imported into New Zealand

The material was not illegally obtained in New Zealand in breach of any law, international convention, of sound conservation principles, or in breach of ethical trust

The material is not physically hazardous. If material is offered which is considered by staff to constitute a threat to the physical integrity of existing collections, the archives must first assess any possible threat or danger to collections or human safety and accept the object only if appropriate action can be taken to make it safe.

Policy Committee Meeting Agenda

8 September 2020

8.2 Use of Council Land Policy Review

File Number: A11635017

Author: Melony Atkins, Senior Policy Analyst

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. To update the Policy Committee on the review of the Community, Private and Commercial Use of Council Land Policy and associated policies, and seek agreement to the next stages of the review process.

Recommendations

That the Policy Committee:

(a) Agree to proceed with the Use of Council Land policy review according to the proposed four-part review structure

(b) Agree to proceed with community engagement on part one of the review, consisting of issues relevant to the Community, Private and Commercial Use of Council Land Policy and seven associated policies.

Executive Summary

2. Tauranga’s population is growing quickly, and this means there are more people wanting to use public spaces. Council needs the right policies in place so that public spaces are available for public benefit, and their use is fair. There are currently 19 policies covering the use of council land for various purposes. These policies are out of date and need to be reviewed to address current issues and simplify the number of documents that customers need to comply with.

3. Council agreed to review the Community, Private and Commercial Use of Council Land Policy and associated policies through the 2019 policy prioritisation. This review has commenced, and a proposed structure developed to address the wide scope of issues identified for policy resolution.

4. The intent of the policy review is to provide a policy framework for future use and management of council land that is fair and consistent.

5. It is recommended that the review be divided into four parts and progressed starting with part one: a review of the Community, Private and Commercial Use of Council Land Policy and seven associated policies.

Background

6. Tauranga is one of the fastest growing cities in New Zealand with one of the smallest geographical areas. More people in a small amount of space creates greater demand for the use of public land and the spaces that are available. There has been a significant increase in the demand for use of council land and competition for the spaces available.

7. Council land is owned for a variety of purposes for the benefit of the community, including:

(a) reserves held and administered under the Reserves Act,

(b) road reserves which provide a buffer between the road and private properties as well as underground utilities,

(d) land for waste management,

(e) water supply catchments, and wastewater treatment,

(f) commercial land, and

(g) land containing council facilities and community buildings.

8. While this land is used for its primary purpose, there are opportunities for others to use it for secondary purposes e.g. community groups, commercial traders, events, weddings, yoga classes, planting on road berms, or community gardens. These may be on a one-off basis or ongoing. They may be non-exclusive whereby multiple users can still use the land, or exclusive where other members of the public are excluded. There are opportunities whereby people and organisations can gain a lease or licence to occupy an area of council land with certain criteria. This needs to be undertaken in a fair and consistent manner.

9. Additionally, across the city, many people have extended their property boundaries over adjacent council land without permission, creating encroachments. Some people approach council for agreements, but the majority do not. The number of encroachments across the city is growing, where people are using public land for their private benefit. Council has an annual programme to reclaim these areas of land for the public benefit, which causes contention with affected residents on an ongoing basis. Encroachments occur across the city in reserves, road reserves, coastal reserves, and other land owned by council. It is important that public land is used for public good.

10. Council agreed to review the Community, Private and Commercial Use of Council Land Policy and associated policies through the 2019 policy prioritisation.

11. A project plan has been developed, with a project team comprising a range of staff from across the organisation. Stakeholder analysis has been carried out and an engagement plan developed with initial engagement prior to development of detailed issues and options papers, and further consultation on the draft policy documents. A first phase of issue identification has been carried out internally with staff who operate under these policies and who assist customers undertaking activities on council land, and a review of other council’s policies. If the committee approves the proposed review structure developed as a result of the preliminary work, it is anticipated that final policy documents will be adopted mid-2021.

12. The Community, Private and Commercial Use of Council Land Policy is the lead policy with regards to use of council land, with a large number of subordinate or associated policies. As issues have arisen over time, rather than reviewing the lead policy, a number of subordinate policies have been written to address specific issues. This has resulted in a policy framework that is diverse and unwieldy for customers to navigate.

13. There are currently 19 policies covering the use of council land for various purposes as well as the City Plan, the Reserve Management Plan, the Infrastructure Development Code and several bylaws. The current policy framework is also out of date with many of the issues and desired uses that members of the public have for council land.

14. There is an identified need to review who gets to use Council land, for what purpose, and how much, if anything, they are charged. This has been highlighted by a number of community groups, particularly through engagement on the Reserve Management Plan, but also extends to commercial uses of, for example, buildings, reserves, and facilities, and private residential uses of road reserves, stormwater reserves and encroachments generally. This is a large piece of work which presents significant opportunity for streamlining the decision-making framework and making it easier for customers to navigate if they wish to use council land.

15. The intent of the policy review is to provide a policy framework for future use and management of council land that is fair and consistent.

Strategic / Statutory Context

16. Council may create policies as part its functions under the Local Government Act. The use of council land generally is governed by a range of statutes such as the Resource Management Act, the Reserves Act, and the Land Transport Act. Council policies on the use of council land by the public are required in order to address those issues that are not set out in relevant statutes, the City Plan, the Reserve Management Plan the Infrastructure Development Code, and bylaws.

17. Council does not currently have a specific strategic direction on the use of council land. Land is owned by council for operational or strategic purposes but there is benefit in land being used for other activities where possible mutual gains for the community are available. Currently the policy framework is diverse and unwieldy and there is great benefit in setting some strategic principles for the use of council land through this review process and the engagement it involves.

Proposed Review structure

18. The first phase of the review has been completed with an internal review and analysis of other councils’ policies. It is unlikely that one policy document can cover the breadth of issues that need to be addressed regarding the use of council land, and a rewrite of the policy framework is required. Based on the analysis, a proposed structure has been developed which splits the project into four parts. This is outlined below.

Part 1: Community, Private and Commercial Use of Council Land

19. In lieu of there being a focused strategic direction for council land, there is a need to have a discussion with the community as to the purpose of council land and the desired outcomes for the use of the land by the public. How should council manage and prioritise the growing number of competing demands? Should it prioritise community use for local wellbeing, or economic return to council, or enable commercial activities, or enable certain types of commercial activities to provide specific benefits in public spaces, or national/international promotion, or various other factors?

20. This engagement would result in a rewrite of the Community, Private and Commercial Use of Council Land Policy. It is intended that this single policy would incorporate and update the following existing policies:

(i) Community, Private and Commercial Use of Council Land Policy

(ii) Community Gardens Policy

(iii) Encroachments onto Reserves Policy

(iv) Events

(v) Operation of Markets and Stalls Policy

(vi) Sponsorship Signage on Reserves

(vii) Temporary Commercial Activities on Reserve Land Policy

(viii) Network Operator Licences Policy

(ix) Additional policy issues identified through the review that are not covered by the current policy framework including those related to stormwater reserves, the environment, waste, leasing arrangements, leases of airspace, clarify which activities will require permission or be charged, and others that members of the community may raise through engagement.

21. This policy would set the strategic principles for the use of council land, primarily focusing on the issues specific to reserves held under the Reserves Act, stormwater reserves, and commercial activities.

Part 2: Road Reserve Policy

22. This part of the review would be undertaken as a second stage that is dependent on the timing and outcome of the Government’s Accessible Streets Package. It is anticipated that an outcome of this package will be clarity regarding aspects of parking on the berm that needs addressing at a policy level in Tauranga. No timeline has been given by the Government, but consultation closed in May and it is anticipated that dependent on the outcome of the election, that this package will be released shortly after.

23. This policy would address the purpose of road berms in Tauranga, the specific activities that members of the public can undertake on road berms and provide direction on issues such as planting for private or community or wildlife benefit, pedestrian and vehicle safety, space and protection for utilities, and increasing issues such as artificial turf on berms and use of the road reserve for adjacent building sites. This policy would incorporate the following policies:

(i) Lease of Airspace Above Roads Policy

(ii) Lease of Subsoil of Road Policy

(iii) Occupation of Road Berms for Public Parking and for Planting on Berms in Front of Private Residences Policy

(iv) Licences to Occupy Road Reserves

(v) Licences for Occupation of Road Reserves and Unformed Road Policy

(vi) Additional policy issues identified through the review.

24. There are three key policy issues to be addressed through this policy: parking on berms, and planting on berms which includes wider issues of food security with planned intensification, wildlife corridors, pedestrian safety, and increasing space and maintenance required for utilities. The third key policy issue is licences to occupy road reserves. There is potential for major work to either remove all encroachments (potentially several thousand) or allow them with clear criteria (Auckland Transport has done so for planting) or set up a system to fairly and consistently charge users (Wellington has done so based on square metres occupied with differing rates per suburb). This issue currently occupies an increasing amount of staff time and cost to ratepayers, and developers and property owners are getting more intentional in creating these as property sizes decrease. Any changes to policy and the Infrastructure Development Code will need to be aligned through this part of the project.

Part 3: Policies with overlapping issues to other projects

25. Work has been identified as required to align the strategic direction between Tauranga City Council and its CCOs. The review of two significant policies will be reliant on the outcome of this work and it is prudent to hold the review of these until this strategic alignment has been completed:

(i) Outdoor Spaces Booking Policy

(ii) Prioritising Use of Indoor Facilities

Part 4: Policies to be reviewed independently from this review

26. It is recommended that the following policies are reviewed independently due to the nature of the issues involved, and that they remain as stand-alone policies:

a. Mobile Shops Policy

b. Public Art Policy

c. Community Share Policy - also applies to land that is not owned or administered by Council.

d. Tauranga Marina – effective until 2021 and can be rescinded.

Options Analysis

27. The first phase of the review has been completed and a proposed structure developed in order to address the breadth of policy issues regarding the use of council land. The following options are available to the committee:

Table 1 – Options to address issues

Option	Advantages	Disadvantages
1. Do not proceed further with the review	The costs and time associated with the review would not be incurred	The policy framework will continue to be unwieldy and difficult to navigate for members of the public who wish to use council land. Decisions will continue to be made on an ad hoc basis as issues arise
2. Proceed according to the proposed review structure, starting with community engagement on part one of the review, consisting of issues relevant to the Community, Private and Commercial Use of Council Land Policy and seven associated policies. (*recommended*)	Will allow current issues to be addressed that have arisen since the policies were written Simplify the number of documents that customers need to comply with Provides a coherent structure to address the wide scope of issues identified for policy resolution Will provide a policy framework for future use and management of council land that is fair and consistent Can be undertaken within current budget	Requires a rewrite of the current policy framework
3. Proceed with the review incorporating all 19 policies into one policy, or other configuration.	Will allow current issues to be addressed that have arisen since the policies were written Simplify the number of documents that customers need to comply with May provide a policy for future use and management of council land that is fair and consistent Can be undertaken within current budget	Does not provide a coherent structure to address the wide scope of issues identified for policy resolution Likely to create a large document that is difficult to navigate and does not differentiate between different policy issues Difficulty in getting relevant feedback from community engagement due to the scope of issues

Financial Considerations

28. The review is to be carried out within current budget. Policy changes may have financial implications which will be considered as part of council’s decision-making on the policy documents, and any changes would come into effect through the user fees and charges in the Annual Plan 2022/23.

Consultation / Engagement

29. If the committee decides to proceed with the proposed review structure, engagement will be undertaken during September through to the end of October, commencing in stages from Monday 14 September. This will be undertaken in two parts, direct engagement with key stakeholders to address known issues and enable opportunity for further issues to be raised and policy options developed, and secondly, with the broader public to engage on the questions as to the purpose of council land.

30. Key themes of the engagement will be:

(a) The desired purpose of council land generally

(b) The types of activities that should / could happen on council land

31. This engagement will be used to draft a new policy framework, which will then be consulted on early 2021. Site-specific requests will be referred to subsequent reviews of the Reserve Management Plan or relevant work programmes.

Significance

32. The decision today is of medium significance under the Significance and Engagement Policy. If agreed, the review process is likely to generate moderate public interest from a variety of subgroups.

Next Steps

33. If the committee decides to proceed with the proposed review structure, engagement will be undertaken, commencing Monday 14 September.

Attachments

Nil

Policy Committee Meeting Agenda

8 September 2020

8.3 Community Outcomes - Consultation Results

File Number: A11692678

Author: Fiona Nalder, Strategic Advisor

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. This report presents the findings from consultation on the draft community outcomes and principles and seeks approval of the community outcomes and principles, ahead of using them in the upcoming 2021-2031 Long Term Plan.

Recommendations

That the Policy Committee:

(a) Approve the community outcomes and principles, as contained in this report.

(b) Note the findings from the community outcomes consultation.

(i) Progressing the strategic direction for the upcoming 2021-2031 Long Term Plan.

(ii) Developing the long-term City Vision Project.

Executive Summary

2. Council consulted on the draft community outcomes and principles for three weeks, from 6 July to 26 July 2020.

3. There was a high level of support for the draft outcomes, with 81% of respondents believing these are the right outcomes for the council to be working towards. As a result, the following community outcomes are recommended for adoption via this report.

· We value and protect our environment - Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it

· We have a well planned city - Tauranga is a city that is well planned with a variety of successful and thriving compact centres and resilient infrastructure

· We can move around our city easily - Tauranga is a well-connected city, easy to move around in and with a range of sustainable transport choices

· We support business and education - Tauranga is a city that attracts and supports a range of business and education opportunities, creating jobs and a skilled workforce

· We are inclusive, and value our culture and diversity - Tauranga is a city that recognises and values culture and diversity, and where people of all ages and backgrounds are included, feel safe, connected and healthy

4. There was overall support for the draft principles, with the lowest levels of support at 59% for the principles regarding prudent financial management, and community engagement and decision making. To a certain degree, the level of support for the principles will have been lowered due to those respondents who interpreted the question as asking whether they viewed council as currently delivering on the principles.

5. The following principles are recommended for adoption via this report.

· We deliver value for our communities through prudent financial management, ensuring we plan and provide affordable fit-for-purpose services.

· Sustainability and resilience underpin our decision making and service delivery, protecting the future of our city

· We work in partnership with Tangata Whenua, our communities, sub-regional stakeholders and central government.

· We manage the balance between social, economic, cultural and environmental wellbeing of our communities.

· We listen to our communities and make transparent, evidence-based decisions.

Background

Previous decision

6. On 16 June 2020 the Policy Committee approved the proposed Long-Term Plan 2021-2031 (LTP) community outcomes and principles for consultation.

Consultation process

7. Council consulted on the draft community outcomes and principles for three weeks, from 6 July to 26 July 2020. This consultation opportunity was promoted via radio (NZME and Mediaworks) and print (Bay of Plenty Times and the Weekend Sun), digital advertising (Bay of Plenty Times and Sun Media), boosted social media posts (Facebook, Neighbourly, LinkedIn), digital billboards, media releases and a tile on our website.

8. In addition to this, direct contact was made with a range of community groups and stakeholders, inviting them to participate. This included ratepayer associations and people who had submitted on the Annual Plan.

9. The consultation was via a survey, which asked a series of questions about the draft community outcomes and principles. In total Council received 554 responses, of which 552 provided usable data (two paper surveys were partially completed to the extent they could not be included within the analysis). Not all respondents provided answers for all questions.

10. Following this report, those participants who provided their contact details will be sent a summary of the findings and an invitation to participate in the City Vision Project. The summary of the consultation findings will also be provided on council’s website.

Community outcomes – are these the right outcomes?

11. A total of 535 people responded to the question asking if these were the right outcomes for council to be working towards, and of this number, 436 (81%) agreed that these were the right outcomes. The 99 people (19%) who disagreed with the outcomes, disagreed for a wide range of reasons, which are summarised below:

· Wants council to focus on the ‘basics’ (core infrastructure and services) - 13% (12 people)

· A lack of support for, and distrust in, council - 13% (12 people)

· Disagreement with the focus of the outcomes (there was a diverse range of alternative perspectives provided) - 41% (39 people)

· Disliked the wording of the outcomes - 11% (10 people)

· Doesn’t believe council is achieving these outcomes – 10% (9 people)

Community outcomes – prioritisation

12. Survey respondents were asked to rank the five draft community outcomes, in descending order, with the outcome that was most important to them ranked as one. Figure 1 below shows the results from this question. The draft community outcome ‘Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it’ was the most important outcome for 35% of respondents.

Figure 1

13. The table below shows the percentage of respondents who ranked each outcome as either their first or second choice. In total, ‘Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it’ was ranked as the most important or second most important outcome by 58% of respondents. The outcomes focused on city planning and infrastructure, and on transport, were ranked as people’s most important, or second most important, outcome by 42% of respondents.

Table 1

Draft outcome	% of respondents who ranked this outcome as their first or second priority
Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it	58%
Tauranga is a city that is well planned with a variety of successful and thriving compact centres and resilient infrastructure	42%
Tauranga is a well-connected city, easy to move around in and with a range of sustainable transport choices	42%
Tauranga is a city that attracts and supports a range of business and education opportunities, creating jobs and a skilled workforce	30%
Tauranga is a city that recognises and values culture and diversity, and where people of all ages and backgrounds are included, feel safe, connected and healthy	28%

14. Viewed together, Figure 1 and Table 1 provide clear direction as to which community outcomes are most important to people. Whilst some respondents recognised in their commentary that all outcomes were important for the overall wellbeing of our communities, the outcome focused on environmental wellbeing was viewed as a top priority more often than the others, with the city planning and transport-focused outcomes being ranked equally as second most important.

15. The focus on environmental wellbeing aligns with the findings of the recent Vital Update survey, which are summarised as follows.

· When people were asked what they loved about Tauranga, 43% said the landscape/ close to beach/ access to mountains/ great nature/ a beautiful place to live; 34% said the climate/ weather and 12% said lifestyle

· When people were asked about what they would preserve and protect, 41% said green spaces/ natural environment/ more trees and 29% said waterways/ beaches/ harbours

16. People were asked to provide more information about why the outcome they ranked as their number one priority was important to them.

· We value and protect our environment. A total of 192, or 35%, of respondents chose ‘Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it’ as their most important outcome. Out of this number, 157 people provided more detail about why this outcome is important. Two main reasons were given: 45% chose this outcome as they view the health of the environment as integral to the health of us as individuals and as a community; 47% chose this outcome as they view Tauranga’s environment as its greatest asset and why people choose to live here.

· We have a well planned city. A total of 103, or 19%, of respondents chose ‘Tauranga is a city that is well planned with a variety of successful and thriving compact centres and resilient infrastructure’ as their most important outcome. Each one of these respondents provided more detail about why this outcome is important. A range of responses was given, and the most common were as follows: 45% chose this outcome as they believe the city needs better planned infrastructure; 21% chose this outcome as they view it as a lynchpin outcome, which supports, and is essential for, the delivery of the remaining outcomes; 16% chose this outcome as they feel it is needed to support the city’s growth.

· We can move around our city easily. A total of 98, or 18%, of respondents chose ‘Tauranga is a well-connected city, easy to move around in and with a range of sustainable transport choices’ as their most important outcome. Out of these, 95 respondents provided more detail about why this outcome is important. A range of responses was given, and the most common were as follows^{^[1]}: 45% chose this outcome as they feel there is too much traffic congestion in the city; 31% chose this outcome as they want a greater range of transport options and more sustainable transport options (such as public transport, biking and walking); 25% chose this outcome as they believe the city needs better connections in order to function well.

· We support business and education. A total of 82, or 15%, of respondents chose ‘Tauranga is a city that attracts and supports a range of business and education opportunities, creating jobs and a skilled workforce’ as their most important outcome. Each one of these respondents provided more detail about why this outcome is important. A range of responses was given, and the most common were as follows: 37% chose this outcome as they believe economic wellbeing is essential in order to fund delivery of services and infrastructure; 20% chose this outcome as they want job creation to attract people to the city and to provide for the next generation; 12% chose this outcome as they believe education, jobs and businesses drive prosperity.

· We are inclusive, and value our culture and diversity. A total of 77, or 14%, of respondents chose ‘Tauranga is a city that recognises and values culture and diversity, and where people of all ages and backgrounds are included, feel safe, connected and healthy’ as their most important outcome. Out of these, 72 respondents provided more detail about why this outcome is important. A range of responses was given, and the most common were as follows¹: 42% chose this outcome as they feel the wellbeing of all people, including vulnerable, should come first; 41% chose this outcome as they believe we need to welcome and value all cultures (less racism) and diversity in general; 20% chose this outcome as they felt the delivery of this outcome was essential in order for the remaining outcomes to be realised.

Principles

17. Respondents were asked the question ‘Have we got our principles right’, and then asked to indicate yes or no, for each individual principle. Table 2 below summarised these responses.

Table 2

Draft principle	Yes	No
We deliver value for our community through prudent financial management, ensuring we plan and provide affordable fit-for-purpose services.	59%	41%
Sustainability and resilience underpin our decision making and service delivery, protecting the future of our city	68%	32%
We work in partnership with Tangata Whenua, our communities, sub-regional stakeholders and central government.	76%	24%
We manage the balance between social, economic, cultural and environmental wellbeing of the community.	64%	36%
We listen to our communities and make transparent, evidence-based decisions.	59%	41%

18. Respondents were asked to provide more information about anything that they thought we had missed from the principles and 323 people answered this question. The analysis of these results revealed that some people had misinterpreted the question regarding principles, and had understood it to be asking the respondent whether or not council was delivering on the principles.

19. Regardless of this, 67% of the people (216 respondents) who answered this question (which asked what was missing from the principles), answered that council was not delivering on the principles.

Recommended community outcomes for adoption

20. There was a high level of support for the draft outcomes, with 81% of respondents believing these are the right outcomes for the council to be working towards. As a result, the following community outcomes are recommended for adoption via this report.

· We value and protect our environment - Tauranga is a city that values our natural environment and outdoor lifestyle, and actively works to protect and enhance it

· We have a well-planned city - Tauranga is a city that is well planned with a variety of successful and thriving compact centres and resilient infrastructure

· We can move around our city easily - Tauranga is a well-connected city, easy to move around in and with a range of sustainable transport choices

· We support business and education - Tauranga is a city that attracts and supports a range of business and education opportunities, creating jobs and a skilled workforce

21. The only change here is the inclusion of summary headline statements, which provide a simplified version of each community outcome before providing the full outcome statement (which provides further context and detail). This change responds to the small number of respondents who felt the wording of the outcomes was too complex.

Recommended principles for adoption

22. There was overall support for the draft principles, with the lowest levels of support at 59% for the principles regarding prudent financial management, and community engagement and decision making. To a certain degree, the level of support for the principles will have been lowered due to those respondents who interpreted the question as asking whether they viewed council as delivering on the principles.

23. The following principles are recommended for adoption via this report.

· We deliver value for our communities through prudent financial management, ensuring we plan and provide affordable fit-for-purpose services.

· Sustainability and resilience underpin our decision making and service delivery, protecting the future of our city

· We work in partnership with Tangata Whenua, our communities, sub-regional stakeholders and central government.

· We manage the balance between social, economic, cultural and environmental wellbeing of our communities.

· We listen to our communities and make transparent, evidence-based decisions.

24. The only change here is a minor change to ensure consistent use of the term communities across all principles (versus the singular community). The diverse views and demographics of the people who live in Tauranga is better reflected by the term communities.

Integrating the community outcomes and principles into the Long-Term Plan

25. Recent work has been underway within the organisation to gather key information from activity managers regarding their areas of expertise and to develop financial and population growth forecasts to guide the LTP (scenario setting). This information will be combined with the feedback from the consultation on the community outcomes and inform the development of investment priorities for the LTP. Together with other criteria (such as legislative requirements) this will form a prioritisation matrix to assist council in decision making for the LTP.

26. Additionally, community outcomes will be integrated into activity management plans with activities required to demonstrate how they contribute to the delivery of the outcomes.

27. The principles are about how we do things as a council. They are reflected across a range of existing and council processes and approaches and proposed processes (such as the enhanced focus on sustainability). The connections and relationships between our principles and processes will be communicated as part of the LTP.

Update on the City Vision Project

28. The City Vision Project (previously referred to as the Strategic Framework Project) is a longer-term project of approximately 12-18 months duration. It will seek to form partnerships with our communities, stakeholders and key agencies, and via these partnerships develop a strategic framework for Tauranga City that clearly outlines:

· the issues/challenges and opportunities that the city faces (current situation and future context).

· a vision of where we want to be (our aspirations for the future), including a set of community outcomes.

· key actions across agencies to achieve the vision (a pathway to achieve the vision) with lead agencies identified.

· measures for success (an indication of how well we are doing).

29. The City Vision Project will:

· involve extensive community engagement.

· focus on the city (not just council’s role).

· seek a partnership approach with key agencies and mana whenua.

30. This project commenced in August, with the first of a series of workshops with key partner agencies. The workshop series will finish with a council workshop on 12 October, followed by an Executive Team workshop.

31. After this, a detailed series of next steps will be developed for the project. These will be shaped by the feedback gathered from the workshops. Overall, this project will take a top down and bottom up approach, with input and guidance from our communities being integral to developing a vision for the city. A key factor in the project plan moving forward will be the level of appetite for involvement from potential partnership agencies.

32. A report on the proposed next steps for this project will be brought to the Committee later this year.

Strategic / Statutory Context

33. The proposed community outcomes and principles will play a key role in setting the strategic context for the LTP.

Options Analysis

34. Two options are identified in the tables below, which outline the benefits, disadvantages and key risks for each option.

Table 3: Option 1 – No new community outcomes (NOT RECOMMENDED)

Description
Retain the existing community outcomes that were adopted in 2017 for the 2018-2028 LTP. Retain the existing commitment statements that were used in the 2018-2028 LTP. Please note that there was no community consultation on the 2017 community outcomes or the commitment statements prior to adoption.
Benefits	Disadvantages	Key risks
None at this point in the process (an earlier benefit identified was shorter timeframes, but this no longer applies).	Does not align with ‘best’ local government practice. Does not reflect the vast amount of community engagement information that has been collated and synthesised since these outcomes were developed. Does not recognise the community feedback gathered via consultation on the proposed outcomes and principles.	Reputational risk: Potential negative community perception leading to possible lack of engagement for the longer-term City Vision Project and other council projects.

Table 4: Option 2 – Community outcomes and principles are approved as per this report (RECOMMENDED)

Description
Council approves the proposed community outcomes and principles as outlined in clauses 20 to 24 of this report.
Benefits	Disadvantages	Key risk
Recognises the feedback received on the proposed community outcomes and principles. Closer alignment with sound local government practice.	None at this point in the process (an earlier disadvantage identified was the impact of new community outcomes and principles on timeframes for the LTP, but this no longer applies).	Our communities may be confused when we reconnect with them via the City Vision Project (as it may appear as if we are returning to them asking similar questions). This is a communications risk and will be managed accordingly, with clear and transparent messaging. Additionally, the community engagement approach will be much more extensive for the City Vision Project, with a range of engagement approaches over the lifetime of the project.

35. Option two is the recommended option. It should be noted that further opportunities will be available to the community in the near future as we commence the longer-term City Vision Project. This will include extensive community engagement.

Financial Considerations

36. Consultation costs totalled $16,403 (excl GST) and included radio, print and digital advertising.

Legal Implications / Risks

37. This report has no legal implications. The risks associated with the recommended approach are outlined in the options analysis.

Consultation / Engagement

38. There is no requirement for further consultation on the community outcomes or principles.

39. The longer-term City Vision Project will have a high level of community engagement. This commenced in August with a city partners’ workshop series.

Significance

40. This report matter is assessed as being of medium significance under council’s Significance and Engagement Policy. Community consultation has occurred.

Next Steps

41. Progress developing investment priorities and a prioritisation matrix for the LTP.

Attachments

Nil

Policy Committee Meeting Agenda

8 September 2020

8.4 Independent Sustainability Advice - Next Steps

File Number: A11760824

Author: Jeremy Boase, Manager: Strategy and Corporate Planning

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. To consider a proposed approach to integrating independent sustainability advice into Council’s decision-making framework.

Recommendations

That the Policy Committee:

(a) Authorises the Chief Executive to establish a Sustainability Project Advisory Board with a purpose and scope that is consistent with council’s decision of 16 July 2020 and also covers council’s involvement in the city vision project (Option 2).

Executive Summary

2. Council has approved the development of a sustainability framework.

3. There are a number of sustainability frameworks (or frameworks that incorporate sustainability) that could be used or adapted to suit council’s needs. Some of these are already embedded in local government (for example, the four wellbeings central to the Local Government Act 2002) while others are being considered in other council projects currently underway. All are in many ways inter-related, and all have merit.

4. Council has resolved that an independent advisory board be integral to the development of its sustainability framework. The established model at council for such independent boards is the Project Advisory Board approach.

5. This report foreshadows the establishment of a Project Advisory Board for sustainability and sustainable development, and the appointment of members with appropriate attributes, skills, knowledge and experience.

Background

6. Through the 2020/21 Annual Plan process, council approved a budget of $400,000 for staff and external resources to create and implement a sustainability framework. This work was intended to include ongoing input from independent experts; would inform engagement, consultation and decision-making at all levels; and would link to the 2021-31 Long-Term Plan process. See Attachment 1 for relevant council resolutions.

Sustainability, well-beings, and community outcomes

7. Sustainability is embedded in the Local Government Act 2002 (“the Act”), both directly and through reference to present and future well-being.

8. The Act states that the purpose of local government includes:

‘… to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future.’[2]

9. In undertaking its role and giving effect to its purpose, the Act requires that council acts in accordance with nine principles, one of which is:

‘… in taking a sustainable development approach, council should take into account:

(i) the social, economic and cultural well-being of people and communities; and

(ii) the need to maintain and enhance the quality of the environment; and

(iii) the reasonably foreseeable needs of future generations.’[3]

10. The Act extends the concept of well-being (and therefore sustainable development) into community outcomes which it defines as:

‘… the outcomes that a local authority aims to achieve in order to promote the social, economic, environmental, and cultural well-being of its district or region in the present and for the future.’[4]

11. Elsewhere on this meeting’s agenda, the committee is invited to adopt council’s community outcomes and associated principles for its 2021-31 Long-Term Plan. Of the five principles recommended to be adopted, two are:

‘Sustainability and resilience underpin our decision making and service delivery, protecting the future of our city’; and

‘We manage the balance between social, economic, cultural and environmental wellbeing of our communities’.

12. In short, sustainability and sustainable development are, or should be, integral to council’s purpose, role, and activities. The issue at hand is how to best systemise this so that it can be demonstrated through all levels of council’s thinking, decision-making, and operations.

Common frameworks

13. There are a number of different frameworks that have been established to provide a workable structure for matters of sustainability or wellbeing. The two most relevant, and the two noted in council’s resolution of 28 May 2020, are the United Nations’ Sustainable Development Goals and the New Zealand Treasury’s Living Standards Framework.

Sustainable Development Goals

14. The United Nations website describes the Sustainable Development Goals as ‘the blueprint to achieve a better and more sustainable future for all. They address the global challenges we face, including those related to poverty, inequality, climate change, environmental degradation, peace and justice. The 17 Goals are all interconnected, and in order to leave no one behind, it is important that we achieve them all by 2030.’[5]

15. The 17 Sustainable Development Goals are summarised in the graphic below.

16. Beneath the 17 Goals there are 169 targets and an evolving list of indicators recommended to be used (at a national scale) for global monitoring.

17. The Sustainable Development Goals were established in 2015 and agreed to by all United Nations member nations.

Living Standards Framework

18. The Living Standards Framework represents the Treasury’s perspective on what matters for New Zealanders’ wellbeing, now and into the future. The Treasury website describes the Living Standards Framework as ‘a flexible framework that prompts our thinking about policy impacts across the different dimensions of wellbeing, as well as the long-term and distributional issues and implications.

It includes:

• the 12 Domains of current wellbeing outcomes;

• the four Capital stocks that support wellbeing now and into the future; and

• risk and resilience.’[6]

19. The four Capitals and 12 Domains of current wellbeing are summarised in the following graphic.

20. The Living Standards Framework is supported by a system of measurement, the Living Standards Dashboard, first released in December 2018 and further updated last year. The purpose of the Living Standards Dashboard is to establish a source of evidence to support Treasury when using the Living Standards Framework to develop strategic advice.

Relationship between the Living Standards Framework and the Sustainable Development Goals

21. While the Sustainable Development Goals and the Living Standards Framework differ in origin and intent, there is clearly a degree of overlap. The following diagrams, taken from a Treasury paper[7], show the extent of the relationships between the two frameworks.

22. Panel A shows the relationships between the Living Standards Framework’s 12 wellbeing Domains and the Sustainable Development Goals.

23. Panel B shows the relationships between the Living Standards Framework’s four Capitals and the Sustainable Development Goals.

Relationship between the Living Standards Framework and the Local Government Act

24. In a separate piece of work the Society of Local Government Managers established a Community Well-being Advisory Group who mapped the Living Standards Framework to the four well-beings referenced in the Act.

Selection of a model (or not)

25. It should be noted that it is expected that once an advisory board is in place it will be the board that will determine whether an existing model is used as a base for council’s sustainability framework. As such, at this stage the above details are provided for background and interest only.

Other projects and processes

Tauranga city vision project

26. Council has started work on a project to establish a city vision and action plan. This project is intended to involve multiple partners and significant community input, and is expected to result in a vision for the future of the city that is shared by, and contributed to, multiple agencies operating across the social, cultural, environmental and economic well-beings.

27. For council, the city vision project will also lead to an overhaul of its strategic framework over the next couple of years.

28. Initial multi-agency workshops and discussions on the city vision project have been positive. Further multi-agency workshops are planned in September, with the outcomes of these summarised into a workshop with the mayor and councillors in mid-October.

29. The intention is that future stages of the city vision project will be co-designed with other willing participant agencies and individuals. Without wishing to pre-empt those discussions, or the outcome from forthcoming workshops, one prominent idea for the future of the project is to undertake a process similar to that undertaken by the Waikato Wellbeing project.

Waikato Wellbeing project

30. ‘The Waikato Wellbeing project is a regional initiative to achieve a more environmentally sustainable, prosperous, and inclusive Waikato region by 2030. Mātauranga and Te Ao Māori (Māori world view) principles are embedded in the Waikato Wellbeing Project’.[8]

31. The Waikato Wellbeing project has developed ten widely agreed wellbeing targets for the Waikato region, based on the Sustainable Development Goals. The Waikato Wellbeing targets and their linkage to relevant Sustainable Development Goals are included as Attachment 2 to this report.

32. The Waikato Wellbeing project is in several ways very different to the city vision project as currently imagined. For instance, it is a regional initiative rather than a city-wide one, and it originated from and was led by a non-government agency (the WEL Energy Trust) rather than by the city council. These matters of scope and leadership can be considered through the co-design process as the city vision project unfolds.

33. However, despite the initial differences, the linkage between the Sustainable Development Goals (and potentially the Living Standards Framework) and a localised vision and prioritised action plan is a model that could be replicated in Tauranga (or the sub-region).

34. The Waikato Wellbeing project is supported by a number of prominent regional agencies, currently listed on the website as: WEL Energy Trust; Waikato Regional Council; Tainui Waikato; The University of Waikato; Trust Waikato; Momentum Waikato; Hamilton City Council; and, NAR Foundation.

35. Governance of the Waikato Wellbeing project is provided by the Waikato Plan Leadership Committee comprising representatives from: local government; iwi; Waka Kotahi NZTA; Ministry of Social Development; Ministry of Education; Ministry of Business, Innovation and Education; Te Puni Kokiri; Waikato District Health Board; and a business/community representative. The Committee is hosted by the Waikato Regional Council and is co-chaired by one iwi representative and one non-iwi member.

Discussion – governance model

36. Council’s resolution of 28 May 2020 referenced an independent advisory board to lead an organisational stocktake and then develop a sustainability framework. The report to the 16 July 2020 Annual Plan deliberations also referenced a supporting ‘community sustainability reference group’.

37. The funding provided through the draft Annual Plan and confirmed through the final Annual Plan also provides for the provision of independent (i.e. non-council staff) advice to the board. The Annual Plan decision also recognised the advantages of a strong internal staff presence in assisting the advisory board (and any independent contracted support) with the initial stocktake and in the development of the sustainability framework and actions.

38. This model of independent advisors supported by internal (staff) and external (consultant) resources is in effect the Project Advisory Board model used successfully by council in recent years.

39. A Project (or Programme) Advisory Board, including a mix of independent advisors, the Chief Executive and Executive members, and, in one instance, members of the governance arm, has been used in regard to:

· the Southern Pipeline harbour crossing

· the Waiari water supply scheme, and

· the Harington Street transport hub.

40. In addition, a Project Advisory Board is currently in the process of being established in relation to the civic site project.

Potential scope and purpose of a Project Advisory Board model regarding sustainability

41. A potential Project Advisory Board regarding sustainability has different possibilities regarding scope.

42. In accordance with the original council resolution, the purpose of the Project Advisory Board would be to facilitate the provision of independent information to inform engagement, consultation and decision-making at all levels within council (including, but not limited to, strategy, programme and project). In order to achieve the above, the Project Advisory Board would receive and review a stocktake on the organisation and lead the development of a high-level framework and action plan linked to the 2021-31 Long-term Plan. It is anticipated that the high-level framework would include some form of prioritisation process for the Long-term Plan.

43. While the intention may be for a more enduring model, the focus on the 2021-31 Long-term Plan process, due to be completed by 30 June 2021, gives the Project Advisory Board a clear focus in the short-term.

44. Crossing-over the short-term and the medium-term is the city vision project. This may be an opportunity to adapt the focus of the Project Advisory Board over time. Depending on the co-designed nature of the development of the city vision project, an existing Sustainability Project Advisory Board could be beneficial to the city vision project either as part of the overall project governance structure or simply as part of the governance structure relating to council’s input to that multi-agency project. As such, the scope of the Project Advisory Board could feasibly expand to a city-wide or sub-region-wide focus or could remain with a council-focus. In establishing the Project Advisory Board, this potential adaptation of scope may need to be considered in advance.

45. Council’s existing and proposed Project Advisory Boards report directly to the Chief Executive. This approach, allied with an understanding that in certain circumstances the Project Advisory Board could report directly to Council or an appropriate Committee, provides assurance that the work of the Project Advisory Board and the work of the wider organisation is aligned efficiently and effectively. With organisational input and an advisory board reporting differently the risk of duplicate or contradictory effort is increased.

46. Note, though, that the common reporting line should not lessen the independent challenge and advice that the Project Advisory Board is intended to provide. This is the same model as was used for the Harrington Street Transport Hub.

Potential membership of the Project Advisory Board

47. Project Advisory Board members are appointed by the Chief Executive based on the attributes, skills, knowledge and experience considered appropriate to the purpose and scope of the board. Some project-based Project Advisory Boards have required few external members to ensure the necessary attributes, skills, knowledge and experience are included. For a subject as broad and multi-faceted as sustainability and sustainable development, it is likely that a larger number of external advisors will need to be recruited.

48. Taken together, the Project Advisory Board is likely to require skills, knowledge and experience in the following areas:

(a) Te ao Māori and mātauranga Māori

(b) Climate, energy and carbon emissions

(d) Sustainable urban planning and urban development

(e) Business and the economy, including tourism and the Maori economy

(f) The environment, particularly air and water quality.

Options Analysis

49. There are a number of different structural options that are consistent with the original council resolutions.

Option 1 – Sustainability Project Advisory Board

50. This option creates a stand-alone Project Advisory Board for sustainability and sustainable development.

51. This option is closest to the stated expectation of the original council resolution but does not directly recognise the potential advantageous links to wider processes such as the city vision project.

Option 2 – Sustainability Project Advisory Board with scope to blend into the city vision project in the future (recommended)

52. This option builds on option 1 by specifically recognising the opportunity to use the Project Advisory Board’s expertise through the city vision project. This expanded role would be built into the purpose and scope of the Project Advisory Board and the recruitment of its membership.

53. The initial focus of the Project Advisory Board would be on the organisational stocktake, the development of a framework and the application of that framework to the development of the Long-term Plan. The Project Advisory Board would also have a role in advising on the city vision project generally (noting that the governance structure for that multi-agency project has yet to be established) and on council’s input to and actions from that project specifically.

54. The structure would be as follows

55. This option provides a short-term focus to establish the framework and to influence the Long-Term Plan process, but also recognises the advantages of a highly-skilled group providing advice on council’s role in the emerging city vision project, including the development of council’s strategic framework that will sit beneath, and help to element, the city vision.

56. Membership of the Project Advisory Board would be based on having nationally-recognised skills, knowledge, and experience consistent with those identified in paragraph 48 above.

57. The Project Advisory Board would be supported by a community-based reference group, representing the knowledge, experience and passion residing in the city.

Option 3 – Sustainability covered by formal incorporation under the city vision project banner

58. This option merges the concept of an advisory board for sustainability into a governance group for the wider city vision project. This assumes that such an approach would be accepted and embraced by other contributors to that multi-agency project.

59. This option is based on the likely strong links between a sustainability framework for council and a four-wellbeing model that is likely to be fundamental to the city vision framework (such as the UN’s Sustainable Development Goals, for instance).

60. The disadvantage of this approach is that the focus on council and council’s activities may be diluted in favour of a whole-of-city approach.

Financial Considerations

61. The 2020/21 Annual Plan includes $400,000 for internal (equivalent to two full-time equivalent staff members) and external resources to support strategic and operational sustainability structures as discussed in this report. A detailed breakdown of this budget has not yet been prepared.

Consultation / Engagement

62. The concept of an advisory board including external membership was consulted on through the second draft 2020/21 Annual Plan, released to the community in June 2020. Public submissions were evenly split on the merits of the proposal (200 in favour and 196 against). Comments made by submitters were summarised in the deliberations report thus:

· Improving sustainability in the city is essential for the environment and our long-term future. Delaying now will result in greater costs down the track.

· Sustainability should be prioritised along with the board. The board should comprise of mostly independent members representing a cross-section of the community.

· Sustainability should be built into TCC’s long-term decision making.

· There are concerns as to whether the advisory board will be effective and whether its recommendations will be followed.

· There are concerns as to whether a separate advisory board is necessary and/or effective and whether TCC staff can provide these services instead.

· The same money could be spent on initiatives for which there is a proven benefit (example given: Memorial Park walkway).

· The sustainability framework should be closely monitored to ensure it does not become a financial burden.

· Uncertainty as to what these services are and why they are receiving funding.

63. Further engagement on the concept of an advisory board is not contemplated.

Significance

64. The matter of sustainability is of high significance. However, the decision sought by this report is of low significance. This is because it is a step in the implementation of a previous council decision.

Next Steps

65. Next steps include the preparation of formal purpose, scope and terms of reference for the Project Advisory Board, and then recruit members. In parallel, staff will update existing information on an organisational stocktake for consideration by the Project Advisory Board once formed. Briefing papers will also be prepared for the Project Advisory Board on the stocktake, the Long-term Plan process, and sustainability models.

Attachments

1. Previous relevant council decisions - A11760205 ⇩

2. Waikato Wellbeing Project - Targets - A11782543 ⇩

Policy Committee Meeting Agenda

8 September 2020

8.5 Long-term Plan 2021-2031 - Timeline, Workstreams, Strategic Approach and Level of Service Reviews

File Number: A11797991

Author: Josh Logan, Team Leader: Corporate Planning

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. To provide, for discussion and endorsement, the timeline for mayor and councillor involvement in significant projects until June 2021 and the committee that each workstream is to be reported to through the development of the Long-term Plan 2021-2031 (LTP). Also, to confirm the strategic approach of using two scenarios for the preparation of the Long-term Plan, and the approach to level of service reviews for the Long-term Plan.

Recommendations

That the Policy Committee:

(a) Notes the timeline prepared in Attachment 1 for elected member involvement and decision making in significant projects from July 2020 – June 2021.

(b) Confirms the committee that each workstream item in Attachment 2 is to be reported to through the development of the LTP

(c) Approves the strategic approach of preparing two LTP scenarios as the basis of developing the Long-term Plan 2021 – 2031.

(d) Notes the level of service analysis undertaken during the development of the 2020/21 Annual Plan and the specific level of service work already planned for the LTP and does not require further level of service reviews to be conducted.

Background

2. Under the Local Government Act 2002 (LGA), every three years the Council is required to produce a Long-term Plan (LTP). The purpose[9] of the LTP is to:

a) describe the activities of the local authority; and

b) describe the community outcomes of the local authority’s district or region; and

c) provide integrated decision-making and co-ordination of the resources of the local authority; and

d) provide a long-term focus for the decisions and activities of the local authority; and

e) provide a basis for accountability of the local authority to the community.

3. The LTP covers ten years and also incorporates an infrastructure strategy with a 30-year timeframe. The next LTP is due for adoption by 30 June 2021.

4. The LTP brings together a large number of processes and topics and requires content input from all Council activities. Coordinating this, including providing appropriate content to the mayor and councillors for direction-setting and decision-making is a significant task. Some workstreams have been underway for many months (and in some cases years) while others commence later in the process. Each separate process or content topic has its own project planning commensurate with the type and scale.

Discussion

Topic 1: Timeline for mayor and councillor involvement in significant projects

5. As part of the LTP planning a timeline of all major workstreams involving the mayor and councillors has been created and is attached as Attachment 1.

6. The aim of this is to help map out some of the key decisions that the mayor and councillors will be involved in over the coming 12 months.

7. The majority of this relates to the LTP and the timeline has been colour coded in line with the LTP workstreams document which was reported to council on 11 August 2020.

8. Staff intend to update the projects and timelines on a regular basis.

Topic 2: Workstreams

9. Following on from the LTP workstreams report what was considered and approved by Council on 11 August 2020, a further workstream document has been developed that has aligned each workstream with a committee (or full council) to report the progress of the workstream into.

10. This document is Attachment 2 to this report which includes a brief summary of the key workstreams contributing to the LTP. These are collated under six headings:

(a) Strategic reviews

(b) Financing and funding

(d) Major projects

(e) Levels of service and options

(f) Mechanics and systems

11. We are seeking confirmation from mayor and councillors that the appropriate committee (or full council) has been identified for each workstream.

Topic 3: LTP Strategic Approach (two scenarios approach)

12. As part of the development of this LTP, staff have started to plan for two different financial scenarios so that an iterative approach can be used in the development of the final product.

13. The two scenarios can be described as:

(a) Core, Committed and Prioritised

· Core services, committed infrastructure and prioritised projects.

· This scenario has 2 components:

o Base investment (within an envelope of revenues less than 2018 projections, low external funding but including recent funding announcements, no new off-balance sheet options other than that reflected in Infrastructure Funding and Financing legislation)

Plus

o Prioritisation of investment considered by Council most important and able to be delivered within existing, increased and realistically available funding and financing sources.

· Will involve iterative approach to prioritisation and assessment of funding and financing tools and levels to provide fiscal capacity to deliver the scenario package.

Will not deliver on the National Policy Statement Urban Development residential land supply requirements and will not address resilience issues in 10-year period.

(b) Connected and Growing Communities

· Represents an LTP which delivers on the strategic and growth needs of the city. Fully incorporates implementing UFTI, the TSP, resilience and other strategic directions.

· Revenues above 2018 projections, possible significant rates rise, new external funding and off-balance sheet options.

14. The ‘Core, Committed and Prioritised’ scenario represents an LTP which is deliverable and fundable within the realistically current available toolkit. It is likely to require significant prioritisation and trade-offs by elected members and the community.

15. The “Connected and Growing Communities” scenario will be unable to be achieved with the current balance sheet capacity of the Council and utilising the currently available tools. It will enable Council to identify the ‘gap’ and to then explore opportunities for addressing the gap. It is envisioned that this scenario will strongly articulate the future needs of the city.

16. The two-scenario concept will be used internally through the activity planning and budgeting development process. Staff will then undertake a prioritisation exercise in the development of an initial draft plan for consideration by elected members.

17. This process allows for the balancing and refining of the strategic approach as the LTP develops.

Options

18. Option 1 – Approve the strategic approach as the basis of developing the budget and activity and for the LTP (recommended)

· Approving the strategic approach will provide clear direction for the development of the LTP. It will enable clear messaging around what should be considered when developing the LTP.

19. Option 2 – Not approve the strategic approach as the basis of developing the LTP, at this time

· Delaying the approval of the strategic approach will limit the amount of time the organisation has to consider and develop its plans in response to these considerations.

· It may mean that these scenarios are unable to be fully considered and incorporated in our LTP.

Topic 4: Level of Service Reviews

20. In response to the Covid-19 outbreak, the Executive led a comprehensive review of service levels and operational costs across all activities. This approach was endorsed by council at its meeting of 5 May 2020. The results of, and recommendations from, the review were considered by council at its 28 May 2020 meeting as part of the preparation of the revised draft 2020/21 Annual Plan.

21. The review covered all external-facing levels of service. Levels of service provided by support services were to be reviewed if there were significant changes into external-facing levels of service.

22. The review was conducted in two stages being an initial categorisation of services by the Executive followed by a more detailed review of those services where such a review was considered appropriate. These detailed reviews were subsequently reported in three groupings of recommendations. In effect this meant that the review ended up with services reported in five categories:

· Essential services (detailed review not undertaken)

· Recommended to continue (detailed review not undertaken

· Reviewed and service continuation recommended

· Reviewed and service continuation to be considered

· Reviewed and a temporary or full discontinuation or reduction in service recommended

23. A summary of these reviews is included as Attachment 3 to this report. More detail can be found in Attachments 6 and 7 to the report titled Draft 2020/21 Annual Plan update considered at the 28 May 2020 Council meeting, and Tabled Item 2 for similar information relating to council-controlled organisations.

24. With some relatively minor exceptions, council’s decision-making through the draft 2020/21 Annual Plan process confirmed existing levels of service. Exceptions included temporary reductions in events funding (including New Year’s Eve celebrations and events at the Historic Village), emergency management and Waterline education budgets, and the management of harbour encroachments, and a permanent removal of the hanging basket service. There was also an increase in the sustainability budget and level of service.

25. Given the breadth and recency of the level of service reviews conducted during the 2020/21 Annual Plan process, a comprehensive review of levels of service is not anticipated to be undertaken for the Long-term Plan.

26. As reported to the Committee on 28 July 2020, specific service level reviews are being undertaken relating to:

· road reseals

· boat ramps and harbour access

· the tropical display house located in Robbins Park

· social and cultural wellbeing support (a potential bulk fund approach).

27. In addition, when reviewing individual activity’s plans and targets, the Committee may subsequently decide to consider specific service levels

Options

28. Option 1 – No further level of service reviews currently required (recommended)

· this option recognises the work done and decisions made during the 2020/21 Annual Plan process and the specific planned reviews listed above

· under this option no further reviews are undertaken, and no staff-time or other costs are incurred

· levels of service may still be considered when the Committee considers individual activity’s plans, projects and key performance indicators later in the process of developing the Long-term Plan

29. Option 2 – Further specified level of service reviews to be undertaken

· under this option, the Committee will determine specific additional service level reviews that it requires be undertaken

· the staff-time and other costs of such reviews will depend on the number and details of the reviews requested

Consultation / Engagement

30. The LTP consultation document will be formally consulted on in March/April 2021. An engagement approach and programme is one of the aspects in the ‘strategic review’ section of Attachment 2. The mayor and councillors will be further involved in the development of that approach and programme over coming months.

Significance

31. The matter of the LTP and its contents have a high degree of significance. However, the decision to endorse the established outline work programme, strategic approach and approach to level of service reviews is of lower significance as the work is already underway or complete.

Next Steps

32. Work will continue or commence on each of the workstreams included in Attachment 2 and these will be reported to the relevant committees as identified. Workshops, briefings and formal Council and Committee meetings will be scheduled to bring these workstreams to the mayor and councillors for direction-setting and decision-making.

Attachments

1. Timeline for Elected Members - A11676935 ⇩

2. LTP workstreams list - with relevant committees added - A11713769 ⇩

3. Categorisation of levels of service reviews per 28 May 2020 report to Council - A11798248 ⇩

Policy Committee Meeting Agenda

8 September 2020

TIMELINE FOR ELECTED MEMBER INVOLVEMENT IN SIGNIFICANT PROJECTS (July 2020- June 2021)

July – Dec 2020

	July	August	Sept	Oct	Nov	Dec
STRATEGY
Community outcomes and strategic direction for the LTP Resetting the community outcomes and the strategic framework/approach ahead of the LTP.			Update on community outcomes consultation. Adoption of community outcomes for the LTP	Agreement on scenario & prioritisation matrix for the LTP.
City vision development with city partners Working with our city partners and our communities to develop a vision and strategic framework to improve community wellbeing.			Participation in SHS workshop on city visioning		Report back on SHS workshops with proposed road map
Waters reform Central Government is reviewing how to improve the regulation and supply arrangements of drinking water, wastewater and stormwater (three waters) to better support New Zealand’s prosperity, health, safety and environment.		Decide, in principle, if TCC wishes to sign-up to central government initiative (PSOC).			Report on Funding Agreement and Delivery Plan
CCO’s Strategic review of Bay Venues Limited (BVL), which includes identifying the role that BVL is expected to play in the delivery of Council’s vision for the city along with opportunities for greater strategic alignment between BVL and other Council services and functions.			Executive briefing with recommendations from Peter Winder’s strategic review BVL.
Resilience Two-year study of the resilience to natural hazards of Council’s infrastructure and the impact on potential future landform. Impacts on asset-based activity budgets will be significant. Policy decision-making for council is also likely to be significant.	Decision on approach to programme of work
Natural Hazards/Climate Change Consideration of options to address current and future stormwater and current and future groundwater issues.. Significant first step in council’s ‘adaptive planning’ response to climate change and resilience issues.		Introduction to the Mount North (CBD/High Density) Stormwater Strategy. Endorsement of next steps.		Project update
Independent Sustainability Advisory Board and Sustainability Framework			Consideration of Terms of Reference for ISAB
Community Facilities & Active Reserves Plan Develop Community Facilities Plan and Active Reserves Plan to understand and address community needs in a fast-growing city. Scope includes: - land currently zoned recreation reserve known as Parau Farms and - potentially significant upgrade to Memorial Park aquatic centre.				Indicative investment plan to decide on priorities and level of investment		Issues and options for consideration
Representation Review Requirement under the Local Electoral Act 2001 to review representational arrangements every six years, including number of Councillors and the way they are elected (i.e. from wards or ‘at large’).		Council decides on Maori wards and whether to run Council poll.		Council workshop on representation review timelines, options, communities of interest, pre-consultation with public
FINANCING AND FUNDING
Financial Strategy Providing a guide for Council to consider proposals for funding and expenditure against; and provide a context for consultation on the local authority’s proposals for funding and expenditure by making transparent the overall effects of those proposals on the local authority’s services, rates, debt, and investments, including: · Revenue & Financing Policy · User Fees strategy · Risk Reserve (noting significant current underfunding) · Debt / Revenue ratio			9 September - Workshop/ Executive Briefing on financial strategy. Councillors to identify areas to investigate further. Formally present outcomes of workshop to FARC on 22 September.
Development contributions A robust review and update of Development Contributions Policy is required including updates to underlying assumptions and data used to calculate development contribution fees, and some possible changes to policy scope or content including: · Options for funding or supporting for developments on Maori land (Papapkainga) and for developments being undertaken by community housing providers · Updates to policy definitions and consideration for variation of charging types · Methodologies for charging development contributions and timing of payments.			23 Sept – Workshop on Development Contributions Policy funding mechanism and proposed areas for review. Council report regarding development contributions funding for developments on Maori land and for funding of community housing providers.	10 October – Executive Briefing on Development Contributions Policy and LTP.	Council consideration of any potential policy changes	Draft policy presented to Council and draft of impact on DCs of financial decisions to date
CITY PLANNING AND GROWTH
City Centre Strategic Plan Develop City Plan which identifies needs and responses. Key components: · Private sector investment plan / prospectus · Civic precinct masterplan · Urban Spaces Programme				Present Draft Strategic Plan to UFTD.		Consideration of Strategic Plan and programme of works.
Te Papa Consultation and plan change project to enable intensification on the Te Papa peninsula. Significant community involvement and capex implications.			Council workshop on draft content	UFTD committee, seeking endorsement of Te Papa Spatial Plan
Plan Changes 26 – Housing Choice; 27 – Flooding from Intense Rainfall 30 – Earthworks			Drop in session for Councillor queries prior to October meeting	UFTD committee, seeking to publicly notify all three plan changes	Notification of the plan changes scheduled. Ten open days across the city which Councillors will be invited to attend
City Plan Review The Tauranga City Plan provides the rules for how people can build or develop the land they own in our city.			Workshop on identifying issues and opportunities as part of Phase 1 of the City Plan Review.
Mount Coastal Stripe and/or Otumoetai-Brookfield Spatial Plan Consultation and plan change project to enable intensification on the Te Papa peninsula. Significant community involvement and capex implications.				UFTD committee, to seek endorsement to commence next spatial plan
Smiths Farm Master plan for potential housing supply near Bethlehem. Complicated by previous Council decision not to access site off Westridge Drive. Potential joint-venture with external funders.			Update and decision point around a cost sharing MOU with NZTA
UFTI + Transport Planning Outcomes for urban planning and transport planning.		Briefing on Transport System Plan System Operating Framework i.e. route mode priorities & operating gaps	Initial briefing on priority activities to respond to operating gaps.	Endorsement of TSP System Operating Framework and potential decision-making on next step priority business cases.
Te Tumu and Tauriko West Consideration of reasonable assumptions regarding timeframes for the development of these urban growth areas, as well as costs and funding models, for appropriate inclusion in LTP.				UFTD committee - Tauriko West Update of project (presentation only).
Te Maunga Wastewater Masterplan and Growth Investments Consideration of how the city will provide sufficient capacity in wastewater treatment and disposal to provide for growth. Includes significant relationship discussions with Tangata Whenua			Update re: engagement in PSOC report	Consideration of options for inclusion in the LTP.
MAJOR PROJECTS
Potential projects Seek EM strategic direction / political appetite on stadium, Omanawa falls, Mt Visitor Centres, sustainability centre and hotel facilitation/land sale.				Decisions on whether to progress these projects
Elder housing Potential implementation of decision made in last LTP to divest elder housing stock. Significant financial and community considerations involved.		Workshop on sale parameters		Decision on sale parameters. Further engagement as we move through the divestment process
Civic Facilities (CBD), including Civic administration building / accommodation Major civic facilities in the CBD including library, museum and performing arts facility. Potential project for the development of a new CAB on the Willow/Durham site. Project is part of partnership agreement with Willis Bond. Involves significant consideration of the funding model. In the short-term, consideration of accommodation options until such a new building is built.		Executive Briefing	Consideration of medium-term civic office accommodation options and recommendation on development partner and location; Proposed structures and TOR for advisory group to develop Civic Precinct Masterplan	Possible report to confirm governance structures and TOR for masterplan.
Parking Strategy Overall approach to parking Consideration of whether Council should retain the buildings or sell to a private provider. Linked the parking strategy discussion that is currently being facilitated through UFTI.				Revisit parking strategy now that UFTI report finalised.
Solid Waste – kerbside collection The roll-out of the kerbside collection is due to take place on 1 July 2021. If it proceeds according to plan the issue for the LTP will be minimal. If it doesn’t, there may be some decision-making involvement through the AP prep process (which may involve resource allocation decisions if tender pricing doesn’t meet expectations).		Consideration and decision of service deign and service provider
Harrington Site Strategic options for Harrington site.						Decision on next steps with the site
LEVEL OF SERVICE AND OPTIONS
Infrastructure Strategy The purpose of the infrastructure strategy is to identify: significant infrastructure issues for the local authority over the period covered by the strategy; and. the principal options for managing those issues and the implications of those options.			Overview of Infrastructure Strategy			Workshop on Draft Infrastructure Strategy
Road resurfacing and resealing Revisit the LOS for road resurfacing and resealing			Workshop on issues and options	Decision on LOS for road resurfacing and resealing
Bulk fund to support social wellbeing The establishment of a bulk fund to allow funding support for social /cultural organisations. This covers the need for a decision-making framework, including criteria for support and delegation; scale of the bulk fund; and, other forms of support provided to social and cultural organisations				Issues and options paper
Transport Maintenance Contract Existing contract is nearing end of term and new arrangements need to be entered into. Opportunities for collaboration with other parties.					Report on short extension to existing contract to provide time for planning and assessment of options.

Jan-June 2021

	Jan	Feb	March	April	May	June
STRATEGY
LTP DEVELOPMENT	Draft LTP for consideration, including adoption of Financial and Infrastructure Strategy to support the LTP	LTP consultation document	Community consultation		Hearings and deliberation	FINAL LTP adopted
City vision development with city partners Working with our city partners and our communities to develop a vision and strategic framework to improve community wellbeing.		Working with city partners on setting vision. E.g. Agreement on governance structure and development of full community engagement plan.			Community engagement activities.
Resilience Two-year study of the resilience to natural hazards of Council’s infrastructure and the impact on potential future landform. Impacts on asset-based activity budgets will be significant. Policy decision-making for council is also likely to be significant.			Release of landslide study and impacts on landowners
Representation Review Requirement under the Local Electoral Act 2001 to review representational arrangements every six years, including number of Councillors and the way they are elected (i.e. from wards or ‘at large’).					Report on options and any further information requested. Recommend to the Council to adopt an initial proposal (Policy Committee)	Adopt initial proposal for public consultation (Policy Committee)
CITY CENTRE
Plan Changes: 26 – Housing Choice; 27 – Flooding from Intense Rainfall 30 – Earthworks						June/July Hearings for plan changes
City Plan Review The Tauranga City Plan provides the rules for how people can build or develop the land they own in our city.						Complete identification of issues including wider engagement with key stakeholders, tangata whenua and the community
Mount Coastal Stripe and/or Otumoetai-Brookfield Spatial Plan Consultation and plan change project to enable intensification on the Te Papa peninsula. Significant community involvement and capex implications.		UFTD committee updates, reporting and decision making		UFTD committee updates, reporting and decision making		UFTD committee updates, reporting and decision making. Draft plan Oct/Nov 21
Te Tumu and Tauriko West Consideration of reasonable assumptions regarding timeframes for the development of these urban growth areas, as well as costs and funding models, for appropriate inclusion in LTP.		Formal Update on the progression of Te Tumu and Tauriko West to confirm delivery to notification (or otherwise deferred). This will be based upon where the project delivery is at, interdependences with aligned projects (i.e. funding/state highway designation timing).
MAJOR PROJECTS
Memorial Park / Strand walkway Walkway/cycleway connecting CBD to Memorial Park along the waterfront.			Consideration of issues and options for walkway
Elder housing Potential implementation of decision made in last LTP to divest elder housing stock. Significant financial and community considerations involved.		Further engagement as we move through the divestment process

Policy Committee Meeting Agenda

8 September 2020

Draft List of Workstreams Contributing to the 2021 - 2031 Long-Term Plan

3 September 2020

	Task	Lead	Committee
Strategic Reviews
SR1	LTP Strategic Approach Strategic objectives and fiscal factors – how do they drive the LTP preparation.	Paul & CJ	Policy – 8 Sept
SR2	Community outcomes, vision, strategic direction Reassessment of the strategic framework underpinning Council’s role on behalf of the community. Subject to Council direction may also include the proposed ‘community preferences’ survey that was put on hold in late July.	Strategy	Policy – 8 Sept
SR3	Strategy Stocktake A look into all current adopted strategies to see if still relevant and if actions are being carried out. Those no longer relevant decide if to update or combine with another. Final output new strategic framework for LTP.	Strategy	Complete: Policy – June
SR4	Environmental Scan Review of external factors influencing the preparation of the LTP and socialisation with elected members.	Strategy	Complete: Policy – June
SR5	Level of Service / Cost / Productivity Review Review of Councils operational levels of service including costs and delivery.	Executive	Policy – 8 Sept.
SR6	Engagement Approach Implementation and continued rollout of the new TCC approach to community engagement will affect many projects and activities in the lead-up to the LTP (being ‘pre-engagement’ on the LTP itself).	Communications and Engagement	Policy
SR7	CCO’s · Strategic review of BVL · Key CCO LTP issues identified and addressed (input into draft LTP)	GM Community Services	Policy
SR8	Waters reform Central Government is reviewing how to improve the regulation and supply arrangements of drinking water, wastewater and stormwater (three waters) to better support New Zealand’s prosperity, health, safety and environment. Watching brief to understand and respond to the government’s work.	City Waters	Council
SR9	Resilience Two-year study of the resilience to natural hazards of Council’s infrastructure and the impact on potential future landform. Impacts on asset-based activity budgets will be significant. Policy decision-making for council is also likely to be significant.	City & Infrastructure Planning	UFTD
SR10	Natural Hazards/Climate Change (in particular Mount North) Detailed consideration of options to address current and future stormwater and current and future groundwater issues in the Mount North area. Significant first step in council’s ‘adaptive planning’ response to climate change and resilience issues.	City & Infrastructure planning	UFTD
SR11	s17A A review of the cost-effectiveness of current arrangements for meeting the needs of communities within its district or region for good-quality local infrastructure, local public services, and performance of regulatory functions. Activities to be subject to s17A reviews yet to be determined.	Strategy	Council
SR12	Sustainability Framework Implement Council direction	Strategy	Policy
SR13	Community Facilities & Active Reserves Plan Develop Community Facilities Plan and Active Reserves Plan to understand and address community needs in a fast-growing city.	Strategy	UFTD
S14	City Centre Plan Develop City Plan which identifies needs and responses. Key components: · Private sector investment plan / prospectus · Civic precinct masterplan · Urban Spaces Programme · Waterfront Masterplan · Movement Plan (including parking) · Residential Plan	Strategy	UFTD
Financing & Funding
F1	Financial Strategy Providing a guide for Council to consider proposals for funding and expenditure against; and provide a context for consultation on the local authority’s proposals for funding and expenditure by making transparent the overall effects of those proposals on the local authority’s services, rates, debt, and investments. Includes: · Revenue & Financing Policy · User Fees strategy · Risk Reserve (noting significant current underfunding) · Debt / Revenue ratio	Finance	FARC
F2	Rates Review A rates review is the review of the allocation of rates and what share of the rates each ratepayer should pay. A rating review is NOT about how much should be collected in rates. A comprehensive review would include questions of ability to pay, commercial/residential differentials, targeted rates, uniform charges vs variable charges, etc. Includes consideration of wastewater charging; consideration of capital value vs land value rating (longer term issue).	Finance	FARC
F3	Alternative / Additional Financing and Funding Opportunities Explore a range of opportunities such as tolling, road pricing, infrastructure bonds, moving current responsibilities off balance sheet for individual / collective partners and other thinking that may require new legislation to implement.	Chief Executive	FARC
F4	Development Contributions a) Significant review to ensure that key assumptions and logic are relevant and that current issues (including those raised by submitters in previous year) are addressed. b) Issues & Options papers on DC funding on Maori land and (separately) community housing. c) Quantify amount of DC under collection. Financial adjustments. Consider targeted rate option	a) Growth Funding b) Growth Funding c) Finance	a) FARC b) FARC c) FARC
F5	User Fees Review Review specific user fees for activities.	Finance	Policy
Growth
G1	Growth assumptions / approach Growth assumptions reviewed for long term planning. Impacts expenditure projections for many teams, especially re capex.	City & Infrastructure Planning	Complete: UFTD – June
G2	Te Papa Consultation and plan change project to enable intensification on the Te Papa peninsula. Significant community involvement and capex implications.	City & Infrastructure Planning	UFTD
G3	Parau Farms Land currently zoned for recreational reserve, current investigation into alternative uses (linked to potential alternative sportsfield provision in the Western Bay and Merricks Farm possibility). Linked to Community Facilities work at SR13.	City & Infrastructure Planning	UFTD
G4	Smiths Farm Master plan for potential housing supply near Bethlehem. Complicated by previous Council decision not to access site off Westridge Drive. Potential joint-venture with external funders.	City & Infrastructure Planning	UFTD
G5	UFTI + Transport Planning Outcomes for urban planning and transport planning will be significant. Impact on LTP planning likely to be significant.	City & Infrastructure Planning	UFTD
G6	Tauriko West (Social Infrastructure) The social infrastructure planning aspect of the Tauriko West development.	Strategy	UFTD
G7	Te Tumu and Tauriko West Consideration of reasonable assumptions regarding timeframes for the development of these urban growth areas, as well as costs and funding models, for appropriate inclusion in LTP.	City & Infrastructure Planning	UFTD
Major Projects
P1	Potential Major Project Seek EM strategic direction / political appetite on: · Stadium · Mt Visitor Centre · Sustainability Centre · Others that may arise from Activity Planning	Executive	Council
P2	Civic Facilities (CBD) Major civic facilities in the CBD including library, museum and performing arts facility.	Strategic Investment & Commercial Facilitation	Council
P3	Memorial Park aquatic Consideration of significant upgrade to Memorial Pool facility.	BVL	UFTD (part of SR13)
P4	Memorial Park / Strand walkway Walkway/cycleway connecting CBD to Memorial Park along the waterfront.	Spaces and Places	Policy
P5	Elder housing Potential implementation of decision made in last LTP to divest elder housing stock. Significant financial and community considerations involved.	Strategic Investment & Commercial Facilitation	Council
P6	Civic administration building / accommodation Potential project for the development of a new CAB on the Willow/Durham site. Project is part of partnership agreement with Willis Bond. Involves significant consideration of the funding model. In the short-term, consideration of accommodation options until such a new building is built.	Strategic Investment & Commercial Facilitation	Council
P7	Parking Strategy Overall approach to parking Consideration of whether Council should retain the buildings or sell to a private provider. Linked the parking strategy discussion facilitated through UFTI.	City & Infrastructure Planning	UFTD
P8	CBD Streetscape Further consideration of a variety of largely CBD-based streetscape projects for inclusion in the LTP.	Spaces and Places	UFTD
P9	Solid Waste The roll-out of the kerbside collection is due to take place on 1 July 2021. If it proceeds according to plan the issue for the LTP decision making will be minimal. Ties in with Revenue and Finance Policy conversation in F1.	Waste & Sustainability	PSOC

Levels of Service & Options
LOS 1	Activity Areas Plans & Resourcing For each activity prepare Activity Areas Plans	Teams individually	Policy
LOS 2	Asset Management Plans Preparation of asset management plans for next LTP, including understanding of levels of service, delivery methods, renewals budgets, etc.	Relevant Teams	FARC
LOS 3	Infrastructure Strategy	Policy / Strategy	Policy
LOS 4	Reseal LOS The elected members have signalled that they would like to review the reseals level of service logic.	Transportation	Policy
LOS 5	Core Digital systems Digital Systems review of core systems (excluding financial, refer above) and roll out of strategic plan.	Digital	Policy
LOS 6	Boat Ramps · Assess issues and options re provision · Boat ramp user fees	Property	Policy
LOS 7	Tropical Display House – Robbins Park Issues & Options paper to be considered with the following options: · Upgrade existing facility · Establish tropical display house at another location and demolish existing · Demolish existing and do not replace.	Places & Spaces	Policy
LOS 8	Town Centre & Neighbourhood Spatial Plans Issues & Option paper on: · Urban spatial plans and / or public realm redevelopment plans · Locational priorities across the city · Timing	Strategy	UFTD
LOS 9	Bulk fund to support social wellbeing Issues and options paper on: · The establishment of a bulk fund to allow funding support for social/cultural organisations · The decision-making framework, including criteria for support and delegation of decision-making · The scale of the bulk fund · Other forms of support provided to social and cultural organisations	Community Development	Policy

Mechanics & Systems
MS1	Planning & reporting – KPIs & measures Review of how we set and report against targets and measures. Will include detailed consideration of relevance and use in decision-making.	Corporate Planning	Policy
MS2	LTP guidance Preparation of ‘how to’ information for all activity areas ahead of LTP processes. Will include ELT understanding and agreeing to approaches to activity and business planning, and messaging around budgetary philosophy and constraints. Will also involve user-focussed information on any new systems to be used for collating LTP information.	Strategy and Corporate Planning	N/A
MS3	Prioritisation process, business cases and activity area templates Finance are working with the infrastructure team to develop the financial overlay on the agreed gateway process. This will ensure appropriate annual budgets, whole of life costings and appropriate contingencies are provided for each project. In addition to the Project Lifecycle Process, the Finance and Strategy teams are jointly working on the development of business case templates for all projects.	Finance, Strategy	Policy
MS4	Finance system upgrade IBIS system installed. Likely to have major impacts on the preparation process.	Finance, Digital Services	N/A

Policy Committee Meeting Agenda

8 September 2020

Categorisation of levels of service reviews per 28 May 2020 report to Council

	Initial assessment only		Initial assessment and subsequent detailed review
Activity	Essential service	Recommended to continue	Reviewed and service continuation recommended	Reviewed and service continuation to be considered	Reviewed and temporary or full discontinuation or reduction in service recommended
Airport	All flight-related services
	Commercial property leasing
Animal Services	Dog registration		Response to animal behavioural issues where public not in danger	Educational programme into schools and community groups
	Response to animal behavioural issues where public in danger
Arts & Heritage		Management and maintenance of Heritage Collection		Short-term exhibitions and displays
				Provision of ‘Hands On Tauranga’ service into schools and community groups
				Services provided by Tauranga Art Gallery Trust
Baycourt			Operation of Addison Theatre
			Operation of conference spaces
			Ticketing services
Building Services	All services
Cemeteries	Burial, cremation and chapel services at Pyes Pa	Management and maintenance of denominational cemeteries
City & Infrastructure Planning	Development and implementation of Development Contributions policy	Development and implementation of growth-planning framework
		Management and review of City Plan
City Events		Booking and facilitation services to externally-organised events			Financial support to events through the Event Funding Framework
					Event delivery of Council’s New Year’s Eve event
					Other events organised by Council for the community
Community Development		Graffiti removal service		Advisory services	Project facilitation under Project Tauranga
		Commercial and community tenancies at Historic Village		Services funded by Council’s grant to The Elms Foundation	Provision of space and services for functions and events at the Historic Village
				Services funded by Council’s grant to Creative Bay of Plenty	Project management and support services for the Mayoral Taskforce on Homelessness
Democracy Services	Meeting management and administration
	Responses to LGOIMA requests
Economic Development			Small business advice service provided by the Chamber of Commerce	Services funded by the four Mainstreet targeted rates (Downtown, Mount, Papamoa, Greerton)
			Services provided under the contract with Priority One	Services provided by Tourism BoP (excluding VIC)
				Operation of the visitor information centre service
Elder Housing		Operation of elder housing units
Emergency management	Maintenance of capacity, and training, for an emergency operations centre				Community education re: preparedness for emergency events
Environmental Planning	All services
Environmental Regulation	All environmental health and licensing services	Parking enforcement
		Monitoring of freedom camping sites
		Monitoring of other bylaw complaints
Libraries			Library resources provided by opex funding (including newspapers, magazines and digital library)	Central library (incl. opening hours)
			Provision of free wi-fi	Branch library (incl. opening hours)
			Provision of computer suites	Mobile library (incl. operating hours)
			Lending services	Provision of education programmes to schools
				Provision of community programmes
				Ngā Wāhi Rangahau (NZ Room) research collection and services
Marine Facilities		Commercial leases on marine land
Marine Precinct		All services
Mount Beachside Holiday Park		Operation of cabins, caravans and camping sites	Visitor information services
Spaces and Places	Provision of public toilets	Provision of asset-based services such as playgrounds, walkways, cycleways, etc	Maintenance of street gardens	Services provided by Bay Venues Limited	Removal of harbour encroachments on reserve land
		Management and maintenance of Mauao	Booking services for passive recreation sites		Tropical display house (Robbins Park)
		Provision of sportsfields for training and competitive use	Educational services (learning through discovery) at McLaren Falls Park, coast, wetlands and estuary		Hanging baskets
		Provision of cabin and camping services at McLaren Falls Park	Restoration of special ecological areas		Services provided by Council contract with Sport Bay of Plenty
		Services provided by Council contract with Surf Lifesaving BoP
Stormwater	All flood protection, flood minimisation, and flood response services		Proactive pollution prevention services and consents
	Reactive pollution event response
Sustainability & Waste	Operation of transfer stations	Glass recycling service	Sustainability and waste education programmes (Resource Wise)		Energy, carbon and sustainability management and advisory services
	Rubbish collection service	Street-cleaning services including CBD ‘janitor’ service
	Responding to dumped rubbish complaints where a public health risk exists or could develop	Litter collection services
Three Waters					Waterline education programme and advisory services
Transportation	All maintenance and safety aspects with regard to local roads, cycleways and footpaths	24/7 monitoring of TTOC cameras	Travel Safe educational programme into schools, businesses and the community
	All road-related stormwater management services	Maintenance of city centre ‘street furniture’, lighting, fountain, etc
	Operation of parking-related infrastructure
	Temporary traffic management and corridor access services
Urban Spaces					Our Place
Wastewater	All collection, treatment and disposal of wastewater services
	Management of any sewage overflow events
	Trade waste management services
Water Supply	All services relating to the direct provision of potable water (including the management of catchments and backflow prevention)
Support services (selected externally-focused services only)	Provision of Land Information Memoranda	Strategic advisor services		Policy and bylaw development and review
	Customer call centre			Operation of the Customer Service Centre (Willow Street) – face-to-face service
	Development engineering services
	Management of external property leases
	Corporate planning services (mostly legislatively driven)
	Services provided by the Takawaenga Maori unit
	Land development information and service connection administration
	IDC management
	Management of as-built information

[1] Some people gave more than one reason, as a result, the percentages provided add up to more than 100%

[2] Section 10(1)(b), Local Government Act 2002

[3] Section 14(1)(h), Local Government Act 2002

[7] The Relationship between the Living Standards Framework and the Sustainable Development Goals, Discussion Paper 18/06, Treasury, July 2018

[9] Per section 93(6) of the Local Government Act 2002


AGENDA Policy Committee Meeting Tuesday, 8 September 2020
I hereby give notice that a Policy Committee Meeting will be held on:
Date:	Tuesday, 8 September 2020
Time:	9.30am
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