Agenda of Ordinary Council Meeting - Monday, 30 August 2021

Unconfirmed Ordinary Council meeting Minutes

2 August 2021

MINUTES

Ordinary Council meeting

Monday, 2 August 2021

Order of Business

1 Opening Karakia. 3

Staff presentation – 25 years service. 3

2 Apologies. 3

2.1 Apologies. 3

3 Public Forum.. 4

4 Acceptance of late items. 4

5 Confidential business to be transferred into the open. 4

6 Change to the order of business. 4

7 Confirmation of Minutes. 4

7.1 Minutes of the Council meeting held on 26 July 2021. 4

8 Declaration of conflicts of interest 4

9 Deputations, Presentations, Petitions. 4

9.1 Petition - Pembroke Drive flat seal – John Laing. 4

10 Recommendations from Other Committees. 5

Nil

11 Business. 5

11.1 12th Avenue Community Issues Update. 5

11.2 Council-Controlled Organisations' Final Statements of Intent 2021/2022 to 2023/2024. 6

11.3 Kerbside Roll Out 7

11.4 Traffic & Parking Bylaw Amendment No.31. 8

12 Discussion of Late Items. 8

13 Public excluded session. 8

13.1 Direct Appointment - accommodation fit-out costs. 8

14 Closing Karakia. 9

MINUTES OF Tauranga City Council

Ordinary Council meeting

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

ON Monday, 2 August 2021 AT 10.30am

PRESENT: Commission Chair Anne Tolley, Commissioner Shadrach Rolleston, Commissioner Stephen Selwood and Commissioner Bill Wasley

IN ATTENDANCE: Marty Grenfell (Chief Executive), Paul Davidson (General Manager: Corporate Services), Barbara Dempsey (General Manager: Regulatory & Compliance), Susan Jamieson (General Manager: People & Engagement), Nic Johansson (General Manager: Infrastructure), Christine Jones (General Manager: Strategy & Growth), Gareth Wallis (General Manager: Community Services), Carlo Ellis (Manager: Strategic Māori Engagement), Anne Blakeway (Manager: Community Partnerships), Josephine Meuli (Council Controlled Organisation Specialist), Jane Barnett (Policy Analyst), Paul Mason (Safe & Resilient Communities Advisor), Jodie Robertson (Impact & Insights Advisor), Sam Fellows (Manager: Environmental Regulation), Clare Cassidy (Team Leader: Transport Safety), Coral Hair (Manager: Democracy Services), Robyn Garrett (Team Leader: Committee Support) and Jenny Teeuwen (Committee Advisor)

1 Opening Karakia

Carlo Ellis, Manager: Strategic Māori Engagement, announced with deep regret that the “paramount chief” of Tauranga Moana, Dr Kihi Ngatai, had passed away overnight. A minute’s silence was observed before the opening karakia.

Staff presentation – 25 years’ service

Peter Shoebridge

Mr Shoebridge was Tauranga City Council’s (TCC) longest serving Parking Officer, having joined TCC in July 1996. He had diligently represented Council on the front line as a city ambassador whilst enforcing the city’s parking restrictions. Over the years, Mr Shoebridge had established strong relationships within the business community, earning their respect by keeping the streets safe and the city moving. He was often referred to affectionately as the “old guard” by his colleagues, many of whom he had trained and mentored as Parking Officers. His knowledge and the way he had conducted himself in the role was greatly valued, not only by his team and TCC, but by the public at large. Commission Chair Anne Tolley, on behalf of TCC and the community, congratulated and thanked Mr Shoebridge for his commitment and outstanding service.

2 Apologies

2.1 Apologies

Resolution CO15/21/1

Moved: Commissioner Shadrach Rolleston

Seconded: Commissioner Bill Wasley

That the apology for absence received from Commission Stephen Selwood be accepted.

Carried

3 Public Forum

Nil

4 Acceptance of late items

Nil

5 Confidential business to be transferred into the open

Nil

6 Change to the order of business

Nil

7 Confirmation of Minutes

7.1 Minutes of the Council meeting held on 26 July 2021

Resolution CO15/21/2

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the minutes of the Council meeting held on 26 July 2021 be confirmed as a true and correct record.

Carried

8 Declaration of conflicts of interest

Commissioner Bill Wasley declared a conflict of interest in relation to item 13.1 - Direct Appointment - accommodation fit-out costs, to be discussed in the Public Excluded session of the meeting. He stated that he would leave chambers for the duration of the discussion of the item.

9 Deputations, Presentations, Petitions

9.1 Petition - Pembroke Drive flat seal – John Laing

Key points

· Mr Laing was accompanied by David Hardwick. They represented those that had signed the petition regarding the bitumen road seal in Pembroke Drive, Allington Place and Saltwood Lane.

· The bitumen stone mix had caused issues in these streets as outlined in the petition.

· The residents had been informed by a well-qualified manager for the contractor that there had been nothing wrong with the seal that had been there initially.

· Mr Laing understood that the same seal had been used in Victoria Street at the Mount, but following complaints from the residents, the seal would be replaced with the same seal that the street had previously. The petitioners expected the same for their streets.

Staff response – Nic Johansson, General Manager: Infrastructure Services

· Mr Laing had already discussed the issue with Commission Chair Anne Tolley, at a Commissioner Clinic and this would be followed up through correspondence.

· Site visits had been undertaken and the excess chip would be swept off the streets.

· The asphalt previously in the streets was close to 20 years old and had become dry and brittle. This was not always obvious to those driving over it.

· According to Council’s policy, the treatment that had been selected for replacement was appropriate. Council’s policy was driven by Waka Kotahi (New Zealand Transport Agency - NZTA) guidelines. Waka Kotahi only funded 51% of the cheapest seal option regardless of what seal TCC applied, and this was why asphalt was up to ten times more expensive.

· Contractors tended to prefer asphalt as it was easier to lay.

· A targeted rate on residents for asphalt to be laid was possible.

· Mr Johansson was not familiar with the Victoria Street example given and would discuss this further with Mr Laing.

· Mr Johansson would also meet with the contactor manager to better understand their point of view.

The Commission Chair thanked Mr Laing for his presentation and reaffirmed that this would be followed up and that a written response would be provided.

10 Recommendations from Other Committees

Nil

11 Business

11.1 12th Avenue Community Issues Update

Staff Jane Barnett, Policy Analyst

Paul Mason, Safe & Resilient Communities Advisor

Jodie Robertson, Impact & Insights Advisor

External Senior Sergeant Glenn Saunders, NZ Police

Paul Billinghurst, Sales Manager, NRG Realty Ltd

Comments and in response to questions

· The problems experienced by the Twelfth Avenue community stemmed from the underlying issue of homelessness.

· An alcohol ban in the area would not address the underlying issue and would likely result in moving the problem to another part of the city.

· Since 1 May 2021 there had been a slight increase in calls to the Police for service in the area. This could be attributed to the increased presence of the Police in the area and the Police working with the residents. Over the three-month period since then, there had been around five offences per month for that behavioural group. The Police did not see a demonstrable link between what was happening in the area and alcohol and, as a result, the Police would not support the imposition of a liquor ban in the area, whether temporary or permanent.

· TCC had activated their networks and had worked closely with TCC’s Bylaws team and the Police. Kāinga Tupu networks had also been activated. It was important that everyone worked closely with the Bylaws team so they could respond quickly. It was a combined effort.

· Mr Billinghurst reported that with the Police and TCC being proactive in the area, the issue was less than it had been. There were still homeless people in the area occasionally. He would still like to see an alcohol ban; however, he believed that having issues and incidents actioned as soon as possible would go a long way to solving the issue in the area.

· The situation would continue to be monitored and an update report would be presented back to Council within six months. The report would also include an update on the investigation into the additional options outlined in paragraph 23 of the agenda report for this item.

· The Commissioners supported the initiatives being undertaken and thanked all those involved.

Resolution CO15/21/3

Moved: Commission Chair Anne Tolley

Seconded: Commissioner Bill Wasley

That the Council:

(a) Receives the Twelfth Avenue Community Issues Update Report.

(b) Requests that staff report back to Council in December 2021 with an update report.

Carried

11.2 Council-Controlled Organisations' Final Statements of Intent 2021/2022 to 2023/2024

Staff Anne Blakeway, Manager: Community Partnerships

Josephine Meuli, Council Controlled Organisation Specialist

In response to questions

· Bay Venues Ltd (BVL)

- The new BVL Board would work towards co-branding and this was expected to be implemented early in the new year.

- It was important that a timeline for the investigation into options regarding avoidance of competition be made clear and included. This would be raised at the next BVL Board meeting on 10 August 2021.

· Tauranga Art Gallery Trust (TAGT)

- A paper would be presented at the next Te Rangapū Mana Whenua o Tauranga Moana meeting on 26 August to seek direction and advice on mana whenua Board representation.

- Events outlined in the Events Strategy would be promoted to key stakeholders.

- There was concern that the promotion of mana whenua creativity was not reflected in the TAGT performance targets. The programme for the year had mana whenua interwoven through it but this had not been clearly translated into an objective.

- There was also concern that references to Tauranga, Tauranga Moana, and TCC were not consistent throughout the Statement of Intent.

- Timeframes required the Statements of Intent to be adopted at this meeting. A letter would be sent to the TAGT requesting that they create objectives and measures that specifically addressed mana whenua Board representation and dedicated regular mana whenua exhibitions, and ensured that references to Tauranga Moana were consistent in the Statement of Intent.

Resolution CO15/21/4

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the Council:

(a) Receives the Council-Controlled Organisations’ Final Statements of Intent 2021/22 to 2023/24 report.

(b) Receives and approves Bay Venues Limited’s final Statement of Intent 2021/22 to 2023/24 (Attachment 1).

(ii) Resolves to write to the Tauranga Art Gallery Trust requesting they create objectives and measures that specifically address mana whenua Board representation and dedicated regular mana whenua exhibitions, and ensures that references to Tauranga Moana are consistent in the Statement of Intent.

(d) Receives and approves Tourism Bay of Plenty’s final Statement of Intent 2021/22 to 2023/24 (Attachment 5).

(e) Notes that Western Bay of Plenty District Council (WBOPDC), as joint shareholder, will receive the final Statement of Intent 2021/22 to 2023/24 for Tourism Bay of Plenty at their Council meeting on 12 August 2021.

(f) Receives and approves Bay of Plenty Local Authority Shared Services Statement of Intent 2021/2022 to 2023/24 (Attachment 7).

(g) Receives and approves Local Government Funding Agency Statement of Intent 2021/2022 to 2023/24 (Attachment 9).

Carried

11.3 Kerbside Roll Out

Staff Nic Johansson, General Manager: Infrastructure Services

Sam Fellows, Manager: Environmental Regulation

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

Key points

· Results for food waste over the first month were particularly positive and pleasing.

· The response to the garden waste service had far exceeded expectations and there had been a slight delay in delivering bins. The backlog was expected to be cleared in the next two weeks.

· There had been issues with broken food bins and this was being investigated.

· Approximately 7,000 calls had been received by the Call Centre. The majority of calls were regarding what went into each bin, collection days, whether tags were required, garden waste collections, collections missed and bins not being received.

· Maleme Street transfer station closed today, 2 August. An update report on the closure would be presented at the next Council meeting.

In response to questions

· Comparative figures of waste going to landfill would be included in the Maleme Street update report to be presented at the next Council meeting.

· Feedback from the contractor had been as expected with no specific issues raised. There had been an issue initially in some areas where bins had been placed where it was difficult to see them. TCC was working with the residents in those areas on bin placements.

· The volume of calls to the Call Centre regarding the service had been reducing week on week.

Resolution CO15/21/5

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the Council receives the Kerbside Roll Out report.

Carried

Attachment

1 Tabled document - Kerbside roll out - First four weeks statistics

11.4 Traffic & Parking Bylaw Amendment No.31

Staff Nic Johansson, General Manager: Infrastructure Services

Clare Cassidy, Team Leader: Transport Safety

Key Points

· A correction was noted on Page 195 of the agenda under Attachment 7.9: Parking Time restrictions. Ohauiti Road had been incorrectly used. The road should be Oropi Road.

In response to questions

· The variable speed limit option for Links Ave would go out for consultation shortly. Pre-consultation had already been undertaken with the affected schools. The city-wide speed review would be rolled out early next year.

Resolution CO15/21/6

Moved: Commissioner Shadrach Rolleston

Seconded: Commissioner Bill Wasley

That the Council:

(a) Receives the Traffic and Parking Bylaw 2012 Amendments Report.

(b) Adopts the proposed amendments to the Traffic and Parking Bylaw 2012 Attachment as per Appendix B, effective from 3 August 2021.

Carried

12 Discussion of Late Items

Nil

13 Public excluded session

RESOLUTION TO EXCLUDE THE PUBLIC

Resolution CO15/21/7

Moved: Commissioner Shadrach Rolleston

Seconded: Commissioner Bill Wasley

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

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) under section 48 for the passing of this resolution

13.1 - Direct Appointment - accommodation fit-out costs

s7(2)(b)(i) - The withholding of the information is necessary to protect information where the making available of the information would disclose a trade secret.

s7(2)(h) - The withholding of the information is necessary to enable Council to carry out, without prejudice or disadvantage, commercial activities.

s48(1)(a) - the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist under section 6 or section 7.

Carried

At 12.03pm, the meeting resumed in the open session.

14 Closing Karakia

Commissioner Shadrach Rolleston closed the meeting with a karakia.

The meeting closed at 12.05pm.

The minutes of this meeting were confirmed as a true and correct record at the Ordinary Council meeting held on 30 August 2021.

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CHAIRPERSON

Ordinary Council meeting Agenda

30 August 2021

11 Business

11.1 Executive Report

File Number: A12695161

Author: Gareth Wallis, General Manager: Community Services

Nic Johansson, General Manager: Infrastructure

Susan Jamieson, General Manager: People & Engagement

Barbara Dempsey, General Manager: Regulatory & Compliance

Paul Davidson, General Manager: Corporate Services

Christine Jones, General Manager: Strategy & Growth

Authoriser: Marty Grenfell, Chief Executive

Purpose of the Report

1. To provide updates on key projects and activities.

Recommendations

That the Council:

(a) Receives the Executive Report.

(b) Rescinds the recommendation from 21 August 2018 in regard to the need to demolish the building located at 10 Dive Crescent, and enters into a five-year lease with Fixation Coffee Ltd, subject to a six-month redevelopment clause.

Community Services

Dive Crescent – Fixation Coffee

2. A resolution was passed by Council on 21 August 2018 to demolish the building located at 10 Dive Crescent “on or before expiry of the Section 124 Building Act notice (June 2021) with at least 6 months’ notice to tenants”.

3. A recent reassessment of the seismic conditions of the building at 10 Dive Crescent, by an external contractor, resulted in the demolition notice for the building being extended from June 2021 to June 2036. Therefore, the building can be retained on site and can be used to complement other activations and redevelopment activity planned for the area.

Arts and Culture

4. The Heritage Collection team has reached a milestone with its digitisation project, with 10,000 items from the collection now available for the community to view online. The digitisation of the collection involves photographing the items for uploading to the website, accompanied by descriptions of the item and details such as the item’s provenance, date of origin and accession number. The digital collection is searchable by item description, and by a range of themes, classifications and makers; as well as being searchable by colour of object. This online resource is currently used by a wide range of researchers, historians and students and the heritage collection team is working on a communications plan which will raise awareness and encourage the wider community to engage with it online.

5. Support of arts, culture and heritage projects through the LTP received a range of positive media interest, with stories published in online arts and culture journal “The Big Idea”, and an interview with Simone Anderson, Director of the Incubator Creative Hub, on Radio New Zealand’s “Standing Room Only” programme. Creative New Zealand’s website referenced Tauranga’s LTP as including “significant commitments to supporting arts and culture in the community”, noting the groundswell of advocacy and submissions to the LTP from the arts community.

6. Tauranga Arts Festival has recently launched the programme for its biennial event, which will bring ten days and nights of arts experiences to Tauranga in October this year. The programme features a broad range of theatre, music, comedy, cabaret and visual arts events, with Baycourt Community and Arts Centre being the ‘home’ of the festival. The festival’s visual arts programme is a great example of a range of Council divisions collaborating to support arts and culture in the community. Local arts producer, ‘Supercut Projects’, is partnering with Council on a series of installations in the CBD, which will include an artwork on the Willow Street Bus Shelter (working with the Transport and Urban Spaces teams), an interactive digital installation in the Willow Street council building (working with the Library Heritage team), a flag-based installation on Durham Street (working with Baycourt), and a large-scale installation at the Art Gallery. The festival will run from October 21 – October 31.

Community Partnerships

7. Oscar Nathan has stepped down from the Board of Tourism Bay of Plenty, following his appointment as General Manager of the organisation. The appointment of a new trustee to replace Oscar will be included in a report on a proposed mana whenua appointment process for the boards of council-controlled organisations, which will go to Te Rangapū Mana Whenua o Tauranga Moana Partnership on 26 August 2021.

8. At the first meeting of the new Board of Bay Venues Limited on 5 July 2021, the Board and Acting Chief Executive drew up an action plan of the recommendations coming out of the strategic review and agreed on timelines and responsibilities. TCC staff are currently scoping out the reorganisation of BVL’s financial structure and funding model. Work has also begun on the Community Centres and Community Halls Strategic Plan, which includes a detailed community engagement plan with key stakeholders, including those who presented in the recent Long-term Plan hearings.

9. The approval of the Community Funding Policy by Council on 26 July 2021 has enabled work to start on developing partnership agreements with some community organisations. Work has started on setting up the SmartyGrants software for the new Community Grants Fund, but as this will not be ready in time for the first round in September, staff are working through options for administering the first funding round. A paper is going to Te Rangapū Mana Whenua o Tauranga Moana Partnership on 26 August 2021 regarding mana whenua representation on the assessment panel.

10. A review of the four Mainstreets - Downtown, the Mount, Greerton and Papamoa - is currently underway and will be completed by the end of August. The review has included interviews with key stakeholders, including representatives from the four Mainstreets, Chamber of Commerce, Priority One and Tourism Bay of Plenty. Meanwhile, reporting for the four Mainstreets for the January to June 2021 period will be presented to the Strategy, Finance and Risk Committee on 20 September 2021.

11. Stewart and Carruthers Trust funds, capital and accrued interest have been transferred across to the Acorn Foundation, which will now run annual funding rounds. A benefit of this change is that funds held by Acorn will accrue considerably more interest than when held by Council.

12. The Project Tauranga newsletter published in the BOP Times on 24 July 2021 highlighted Cooney Lees Morgan as Principal Exhibition Partners for the Shannon Novak exhibition Manawatia Takatapui / Defending Plurality, and Project Tauranga partners Beca, Comvita and headline sponsor Trustpower supporting the STEMFest (Science, Technology, Engineering and Mathematics) Festival. Projects currently underway include a bike track on 17th Avenue, supported by Tauranga Rotary, WSP and Fulton Hogan; Arbor Care support for tree planting in the Sydenham Botanical Garden; and working with McLeod Canes to move a rock of significance to Ngai Tamarawaho to a new location in Kulim Park.

13. Tauranga/Western Bay Welcoming Communities organised a Collaborating for Community-led Change workshop (in conjunction with Inspiring Communities Aotearoa) for the migrant settlement sector, to enhance collaboration and achieve positive community outcomes.

14. The Diversity and Culture Advisor is working with the Customer Services team to trial the Ezispeak Telephone Interpreting Service in September. The aim is to support equitable customer service and eliminate language barriers.

15. The Diversity and Culture Advisor and Welcoming Communities Coordinator supported the Powhiri for new migrants held on 10 July 2021, hosted by Ngai Te Rangi in partnership with Multicultural Tauranga and NZ China Friendship Society.

16. Under the Kāinga Tupu work programme, the development of a draft WBoP Food Security Plan is nearing completion, following seven stakeholder workshops across the sub-region. This project is funded by the Ministry of Social Development and aims to identify a pathway to address food insecurity and progress our communities into food sovereignty. The investigation of a dedicated Tauranga Food Security Hub is underway, which includes the feasibility of Good Neighbour and Tauranga Foodbank co-existing on a campus dedicated to the provision of food across our sub-region. The final stage of community stakeholder engagement is due to be completed on 10 August 2021.

17. The Centre for Health has been contracted to undertake a scoping of social isolation across four priority groups, including Kaumatua Māori, Newcomers/Diverse Ethnicities, Disabled People and Youth (Rangatahi) 16-24 years. The research aims to identify local definitions and drivers of social isolation, along with ideas for engaging and connecting people to reduce social isolation in Tauranga.

18. The Community Partnerships team is providing sponsorship to the Young Innovator Awards for the first time and has been invited to present an award to the entry that would contribute to positive social impact. The awards evening is scheduled for 26 August 2021. The award winner will be invited to work as an intern with the Community Partnerships team, which will provide financial support and mentoring to progress and develop their idea further.

19. The deployment of security guards by BOPRC continues at the Willow Street, Farm Street and Greerton bus interchanges, with BOPRC confirming that Waka Kotahi has approved 51% of funding for the next three years.

20. The Make Arataki Safe Again working group held a further public hui on 14 July 2021 at the Arataki Community Centre, attended by 25 people. This contrasts with the initial public hui that attracted several hundred attendees and considerable media coverage. Outcomes to date have included enhanced collaboration with the community, Police and Bayfair Shopping Centre. Police report a significant decrease in calls for service regarding anti-social behaviour, which was the initial concern for the community. The group has encouraged community involvement and visibility in the Arataki area by supporting Rangatahi initiatives, especially around the skatepark.

21. The public launch of ‘HeretoHelpU’ is planned for 28 August 2021 at Fraser Cove Shopping Centre, with a free, fun whanau event including spot prizes, a photobooth, entertainment and a sausage sizzle. Developed by The Wise Group, HeretoHelpU is a needs assessment tool that enables the community to access a wide range of free support by submitting an online help request. It’s a convenient and easy way to get the support or advocacy needed through access to community navigators, with no judgment, barriers or unnecessary complexity.

22. Avisa Services has been contracted to support the review of the advisory group structure, to ensure our current groups representing youth, disability and positive ageing are fit-for-purpose and improve advocacy, with fair representation of community voice within Council. Phase one includes a community survey seeking feedback on how ‘special interest groups’ could be structured to ensure they are able to inform and positively influence projects, initiatives and policy development, and also advocate for change across other government agencies.

Libraries

23. Health and Safety and Library teams joined forces with the WorkSafe NZ Innovation for a problem-solving workshop, looking at ways to improve health and safety in our libraries. The teams used ‘design thinking’ from the British Design Council’s Double Diamond process to explore what the perfect library could look like for our community and our staff. They then started to dive into the barriers keeping us from realising those aspirations. That work will continue over a series of workshops and feed into future planning for the libraries overall, as well as identifying quick wins for the Library in the health, safety and wellbeing space. The WorkSafe innovation manager is very enthusiastic about the future of this project and described the first workshop as “a great session to be a part of…one of the more fulfilling ones I’ve done”.

24. There has been a positive outcome from the work the TCC City Safety Advisory Group has been doing with Police and other agencies, with incidents of aggression by Tauranga Library patrons reduced since the last Executive Report.

25. Recent digitisation includes eight works by John Aramete Wairehu Steedman (1913-2005). Steedman was known widely as a researcher and historian who wrote and published numerous books on tribal histories and whakapapa of Tauranga Moana. The process of making content digitally available often requires lengthy negotiations and building trust with creators and depositors. Digitisation of local content is a key strategy, as these works would otherwise only be accessible by a physical visit to a library. The trusted status of Pae Korokī Tauranga Archives Online continues to grow as more archives, images and publications are digitised.

26. Elisha Rolleston from the Libraries Heritage team was interviewed by local reporter, Justine Murray, which then featured on both Aukaha News (on 6 July 2021) and Moana Radio Tauranga (on 7 July 2021), about the historic Ruapekapeka Pā and Orakau Pā sketches that were recently discovered in our archives.

27. For the Library’s 150-year anniversary, professional photographer Penelope Coleman captured a slice of library life on film. Penelope spent time at all the branches, including the mobile bus, and saw the library’s interactions with toddlers, teens, families and retirees. She also captured the Libraries Heritage and Research team working with volunteers and speaking about the early days of the library in Tauranga. These photographs are published as an image collection on Pae Korokī. https://paekoroki.tauranga.govt.nz/

28. Matariki 2021 ran from 10 June – 9 July 2021, with the library offering a wide variety of booked, drop-i, and self-directed events. 680 people took part in the facilitated children’s events; 360 took part in the self-directed children’s events; 15 took part in the booked adult event; and approximately 3,000-3,500 enjoyed the community kite day event. Iti Pounamu sessions were also held at each library with guest facilitators Aroha Kapi and Pani Lawson. The presenters used books, songs and stories to bring Matariki to life for under-5s and their accompanying adults. These sessions are always popular and early childhood visits swell the numbers to, in some cases, 100 people per session.

29. Matariki Kite Day is one of the largest annual Tauranga Moana Matariki events, organised by Tauranga City Libraries in collaboration with the world class fliers from the New Zealand Kite Fliers Association (NZKA). The celebration takes place in the final week of Matariki at Fergusson Park. This is a free community event that encourages the public to join in the winter celebration and festivities of Matariki. The event brings communities, families and friends together, to share food, enjoy a kite display and take part in a variety of activities.

30. Te Waka Waihanga, the mobile makerspace, completed its first full-term programme of visits to three low decile schools. A makerspace can be any space where students and teachers come together to create, invent, prototype, design, tinker, explore, discover, code, build, craft, draw and more. Students can work collaboratively or individually using a variety of high- and low-tech tools. The libraries’ YouTube Channel shows the term lesson “lifecycle of a plant and moisture measuring.” https://www.youtube.com/watch?v=ebTEPfyLtlI

31. The libraries team has hosted talks promoting library computer classes at the U3A, Salvation Army, Age Concern and Friends of the Library. Digital classes tailored for seniors include sessions about online banking and online shopping, to help futureproof our senior community. Feedback from all attendees has been positive and all classes have been booked out for the past few months.

32. Libraries and Digital Services completed due diligence and signed a six-year agreement to join the government-subsidised consortium, Aotearoa Peoples Network APNK, to provide free Wi-Fi and computer access in all Tauranga libraries. A similar public service will replace the current service, with the benefit of hardware, software and support requirements being outsourced to the Department of Internal Affairs.

33. Planning for the move to the interim CBD Library and Customer Services location is well underway and this project, in conjunction with the change to APNK, will be a focus for the library’s management team over the coming months. Working closely with the City Centre Projects team, communication and public engagement will be crucial to create positive improvements for Library services and programmes across the city in the new temporary location.

Spaces and Places

34. A dedicated project team has been working quickly to look at the area around Dive Crescent, on both sides of the road, to see what short-term enhancements are possible. Plans include demolition of the Iron Design building and seismic strengthening of the Cargo Shed building, to allow the building to be refurbished and made available for public use early in 2022.

35. Construction of the Kulim Park upgrade is scheduled to commence at the end of August, with the bulk of works (including alterations to the existing road, carparking and new pathway) planned to be completed prior to Christmas 2021.

36. Our Place (including the Re-maker Space) will now continue to operate at the Civic Precinct site until early-February 2022. This timeframe has been extended from October 2021 to allow for a busy schedule of events through the summer months, supporting activation and vibrancy in the city centre. Our Place will then be decommissioned to make way for demolition activity ahead of redevelopment of the broader Civic site.

37. In partnership with Sport Bay of Plenty, staff commenced co-design workshops with all of the users of Blake Park on 2 August 2021, as agreed in the Long-term Plan. This first of three sessions will form the basis of a masterplan for Blake Park, including the changes and improvements to be delivered over the next few years to create a cohesive active reserve. This exercise will also be undertaken with user groups at Gordon Spratt and Alice Johnson Reserve.

38. Tenders for the Kopurererua Valley Stream realignment earthworks are currently being evaluated and it is anticipated that a contractor will be appointed by the end of August 2021. The stream alignment and cycleway options have been confirmed. A review of the existing resource consents has been completed by BOPRC, with confirmation that there will be no additional resource consent requirements for the project. The team is working towards commencing on-site in November, which is the right time for works to be undertaken in a wetland.

39. Renewals for the Elizabeth Street Upgrade project have now been completed on First Avenue and Devonport Road, and are due to be completed on Elizabeth Street in August. Streetscape works are underway on First Avenue, Devonport Road, the laneway and Elizabeth Street, with a focus on the construction of pedestrian crossings, landscaped kerb buildouts and stormwater treatments. Construction of the linear park outside Farmers will now commence, following removal of the large Hawkins crane. Elizabeth Street has reduced to one-way access to enable streetscape works and the Farmers construction to occur simultaneously. It is likely that the westbound lane will be closed until March 2022.

40. The cliff stabilisation and access track works at Omanawa Falls are currently out for tender, in order to be able to complete detailed design.

41. Around 1,500 native grasses have been planted as a trial on Mauao and 3,000 native trees have so far been planted on Mauao by volunteers. Four new self-resetting traps have been installed to address pest issues around our Oi (grey-faced petrel) populations.

42. A wide variety of renewals and minor capital projects are underway and/or have been recently completed by the Parks and Recreation team, including:

· The new playground at Te Paeroa is almost complete, with shade sail poles now having been installed, and the new playground build at Heron Ave East is also almost complete.

· A new masonry bridge is currently being installed at the Kiriwai Place Reserve, Matua, to replace an existing masonry bridge which has reached the end of its life.

· Tuihana Reserve playground works have commenced. The site is excavated, and playground equipment is currently being installed. Surfacing, paths and seating will follow; and completion is expected in early-September.

· The slip at McLaren’s Falls, which resulted in the loss of half of the track, has been removed and the track repaired and reopened.

· The revegetation infill planting programme has nearly been completed for 2021.

· 76 Pohutukawa trees have been planted along Papamoa Coastal Reserve.

· NZ Dotterel nesting areas on Main Mount Beach have been fenced, in conjunction with DOC.

· This season’s revegetation planting at Te Ahui Pa site has been completed. Approximately 7,000 plants and trees have been planted, which will enhance the biodiversity of flora and fauna in this area.

· Pyes Pa Memorial Park’s new major cremator is fully-installed, and staff have had the required training in order to operate this new piece of equipment. We are also putting line markings on the crematorium floor to show safe walking areas and danger lines for when the cremators are in operation. We are getting quotes for a new infant burial section and extension of our current Memorial Ashes gardens.

Venues and Events

43. Approximately 700 responses were received to our Event Strategic Plan community engagement survey, which ran in July. Key feedback includes recognition of the importance of events to the city for entertainment, vibrancy, economic benefits and connecting communities; the desire for more concerts and local community events; and the need for better promotion and awareness of events in our city. The biggest barrier identified to attending events was a lack of awareness of what events are happening, followed by some event costs. The feedback will be used to help shape the direction of the Event Strategic Plan to be adopted in late-2021.

44. Staff worked closely with New Zealand Cricket and Bay of Plenty Cricket to bring the BLACKCAPS Mace Tour to Tauranga on 28 July 2021. Tauranga Intermediate School was selected as the venue, based on its facilities, engaged cricket community and opportunity to engage with rangatahi and the public. Commencing with a spine-tingling full-school haka to welcome our World champions, the Tauranga stop gave over 1,400 students from Tauranga Intermediate and other local schools, as well as members of the public, the opportunity to interact with their BLACKCAPS heroes, get a photo with the Mace and be a part of a Q&A session.

45. The Anchor AIMS Games returns to Tauranga on 4-10 September 2021. This super-scale sporting championship gives 11-13-year olds an opportunity to compete as an individual, or in a team, against the best of their age in 23 different sports. Following last year’s cancellation due to COVID-19, this year’s Anchor AIMS Games will welcome over 11,000 competitors from over 365 schools to the city. Complete with an opening ceremony and professional livestream coverage, the Anchor AIMS Games will be held across 21 indoor and outdoor sporting venues, including Blake Park, Gordon Spratt Reserve, McLaren Falls Park, Trustpower Baypark and Baywave TECT Aquatic and Leisure Centre. Council is a key funder and partner in the delivery of this renowned event.

46. The ICC Women’s Cricket World Cup 2022 is coming to Aotearoa in March and April next year, with seven games to be played at Tauranga’s Bay Oval, including the tournament’s opening match on 4 March 2022. As a legacy component of this pinnacle event, the ICC Women’s Cricket World Cup 2022 has collaborated with educators and kaiako to create the bilingual CRIC-KIDS Education Resource for years 3-8, which will be launched on 10 August. Aligned with the National Curriculum, the tasks combine the excitement of the tournament with important social skills, highlighting the importance of Hauora and wellbeing. The programme includes cricket sets to assist with the physical ‘Have a go’ tasks, as well as complimentary tickets to CWC22 matches.

47. In collaboration with the Tauranga Art Gallery and artist Shannon Novak, Baycourt is proudly flying two rainbow community-inspired flags on its external flag poles, in support of the city-wide exhibition Mānawatia Takatāpui—Defending Plurality. Two mural installations have also been completed on the street surfaces of The Historic Village. The mural in the shape of an arrow points to Building 55, the new home of Gender Dynamics and Rainbow Youth’s Tauranga office, which opened the same week as the exhibition. Centred at the Tauranga Art Gallery and including displays at The Historic Village and Bayfair, the exhibition celebrates diversity in the LGBTQI+ community through a range of exciting projects by Novak and other leading rainbow artists. The flags will fly for the duration of the Gallery exhibition (23 July – 10 October 2021).

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48. The Historic Village team has been working on the business plan designed to deliver objectives outlined in the new Historic Village Strategy. A significant piece of work in the plan involves reprogramming tenant locations within the Village and working through rental and recovery cost increases with affected tenants. This work will deliver many objectives in the strategy for our community, offering more security to our tenants and more financial sustainability to The Historic Village. Meetings are now being arranged with tenants over the coming weeks to communicate changes and work through options.

Infrastructure Group

Cameron Road

49. The wastewater renewal contract commenced on 28 July. This work is being done in advance of the main project to minimise disruption for the motorists and allow the main works to be completed within the funding agreement timeframes.

50. The main works are expected to start on 1 September 2021 and it is likely we will have three active ‘work fronts’ underway at any one time. The work fronts will be separated by a few blocks. To reduce the overall impact on local businesses as much as possible, we will schedule new work fronts to begin prior to the previous ones finishing, so there is a continuous stream of work taking place. The contractors will build north to south on one side of the road before turning around and building south to north on the other side.

51. We will work with our contractor’s full-time engagement specialists to keep businesses informed of planned activities in advance of the work. Regular updates will be issued via newsletters available to anyone interested in the project and its progress.

52. The final design was released in early-August and reflects the changes made as a result of the consultation process with stakeholders and the community.

53. We have developed a process that allows temporary traffic management plans for the wider area to be modelled, in order to assess their total impact and ensure we minimise disruption for road users. The modelling indicates that our roading system can accommodate the changes to the road layouts for current developments underway in the CBD, while they are all under construction. We are working with the Bay of Plenty Regional Council to maintain an acceptable level of service for public transport during the construction process.

Roading Maintenance Contract

54. Council currently has the road network maintenance contract out to tender. The previous 4 + 4 + 2 maintenance contract ran for four years but was not extended.

55. The new contract is for a 3-year term, aligned with the National Land Transport Fund and Long-term Plan funding rounds. This gives us increased assurance that budgets will be accurate and achievable, with two 3-year rights of renewal based on performance.

56. The contract model we have developed incorporates lessons learned, adopts successful elements from existing well-known contract and commercial models and addresses known conflict points. It ensures that we develop and retain ownership of decision-making, so we are better placed to manage our network, assets and customers within our budgets. In developing the new contract, consultation was undertaken with staff involved in the previous contract, research was undertaken on national and international maintenance models, modern contract models and their benefits/disbenefits were reviewed, and extensive engagement was undertaken with industry (clients and contractors) nationwide.

57. The contract seeks to create an environment where the contract team shares a common goal to achieve “best-for-contract” outcomes, including asset, network and customer outcomes.

58. The value of the first three-year period for this contract will be circa $50-55M, which aligns with our current NLTP for Maintenance, Operations and Renewals (MOR).

59. Commencement of the contract will be early-December 2021.

60. In the interim period, we have negotiated arrangements with contractors to undertake ongoing minor works such as pothole repairs and line marking renewals.

Capital Projects Assurance Division Update

61. Over the past three months, our focus has been on tactical planning for the next 6-12 months and contributing towards the Strategic Procurement Review. We’ve also provided support and guidance across a range of projects and initiatives including: Civic Centre Rebuild Programme, Elizabeth St Streetscaping project, Cameron Road governance and Water Reforms governance planning.

62. The four key focus areas for action over the next 3-6 months are:

(a) Governance: Ensuring appropriate levels of project and programme governance are selected and undertaken. based on the risk and complexity of individual projects and programmes.

(b) Project Delivery Lifecyle: Reviewing the existing process to gauge the effectiveness and consistency of application, as well as ensuring alignment with industry best practice.

(c) Project Reporting: Working with the digital team to build an interim, digitised project status report for project managers.

(d) Continuing focus on the Strategic Procurement Review.

Waiāri Treatment Plant concrete pour

63. One of the biggest concrete pours on the Waiāri project was successfully completed on schedule this month.

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64. The well-planned and executed exercise saw about 60 concrete trucks in succession deliver 380m³ of concrete, which took over ten hours to pour. Following this, the surface was rendered with a power ‘floating machine’ with rotating blades to smooth over the concrete surface – this took a further five hours to complete.

Street Design Toolkit

65. The Infrastructure Development Code (IDC - see www.tauranga.govt.nz/IDC) contained a set of road cross-sections for the design of streets that weren’t practical for medium-to-high density developments and did not encourage modal shift. These cross sections were typically not used by developers, and it became increasingly difficult for consenting teams to approve departures from these cross-sections in a consistent and fair manner.

66. The Street Design Guide was endorsed by the City Transformation Committee in 2018 and was the first deliverable to update the IDC to ensure future street designs can facilitate medium density developments and achieve improved street design for all people using streets. The guide provides a framework for the design of streets that encourage context specific solutions, based on relationships between the different demands of Link and Place and will help put the community at the heart of new greenfield developments and street upgrades.

67. The Street Design Toolkit (including the Street Design Guide, a web-based Street Design Tool and Street Design Diagrams) was launched last month, with a six-month transition period for industry to incorporate it in all new designs and resource consent applications. Since being developed the project has received strong support from Waka Kotahi and other Councils, some of which are adopting the tool themselves.

68. Since 2018 the project team and core working group, including the Property Developers and Utilities Forums, have collaboratively progressed the Toolkit. They have:

(a) Developed an excel based tool and design diagrams (for each design element) to enable industry to implement the design principles and concepts identified in the Street Design Guide.

(b) Workshopped or engaged on infrastructure solutions with various stakeholders including the Property Developers Forum, Utilities (including water, wastewater, stormwater, gas, power and communication), Disability Advisory Group, Positive Ageing Advisory Group and Council stakeholders including Transportation, Spaces and Places, Sustainability and Waste, Community Development, Takawaenga Maori Unit, Environmental Planning, Policy and City and Infrastructure Planning.

(d) Converted the excel tool into a web-based tool that pre-populate required design inputs and simplify the design and reporting requirements.

(e) Developed supporting information including a GIS viewer with easy reference to the source information of the design inputs.

(f) Updated the Infrastructure Development Code (IDC) and provided a feedback opportunity on the toolkit to all members of the IDC register, which includes developers, consultants, contractors and suppliers.

(g) Provided training in the use of the toolkit to industry.

(h) Incorporated feedback received where appropriate.

69. Best practice in street design continues to evolve and the web-based tool has been developed with the ability to easily incorporate new strategies for design and new technologies that emerge.

70. Anyone can access the web-based tool and have a go at designing their own street. See www.tauranga.govt.nz/streetdesign for the guide, tool and diagrams.

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Supply chain risk of project materials

71. An independent high-level review was conducted to review the current pricing and delivery time risks in the supply chain market for common construction materials used in delivering TCC’s capital works programme.

72. The products and materials covered in the review were mainly related to transportation and water projects, as listed in Figure 1 below.

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Figure 1 – Approximate cost increases on construction materials and inputs in the 12 months to August 2020

73. The annual cost increases across the materials and products reviewed range from approximately 5% for aggregates to 48% for steel. In general, costs have risen across all NZ construction materials in the last 12 months with the main causes being:

(a) Increased commodity prices for raw materials such as steel, copper, aluminium, and petrochemical products;

(b) Increase demand and therefore cost for skilled labour in the manufacturing sector;

(d) Increased transport costs in New Zealand, largely because of limited truck drivers, and rising fuel prices; and

(e) Impact of exchange rates on overseas supply items.

The average 12-month cost increase across all the construction materials reviewed was 20%.

74. One useful example is bitumen, a common material used for TCC road surfacing. Until this year bitumen was manufactured at Marsden Point Refinery and imported by Downer and Z Energy.

75. With the cessation of refining at Marsden Point, all bitumen will need to be imported from this year. Z Energy have indicated that they plan to stop bitumen import in late 2021 leaving only one established importer of bitumen. This means that TCC will increasingly be impacted by general fluctuations in international bitumen pricing, exchange rates and shipping costs.

76. The bitumen price has increased by approximately 45% in the period since August 2020 as shown in Figure 2.

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Figure 2 – International bitumen price for the last five years provided by Trading Economics

77. Based on current trends, many suppliers are predicting further cost increases in the latter part of 2021 and it is likely that this trend will continue until at least early 2022.

78. In addition to cost risk, the demand for construction resources, combined with shipping and transport restrictions is causing delays to the supply of materials. Although many suppliers are overstocking to allow for this, there are still long lead times expected on some items, particularly those requiring complex manufacture.

People and Engagement

Human Resources

79. Goal setting for the 2021-2022 year has now commenced, with a focus on setting SMART goals with stretch targets. The plan reflects the goals of the LTP and supports our purpose to Make Tauranga better. All staff will have completed their goal setting by September 2021.

80. A recruitment drive is underway for the new roles approved in the LTP, with a focus on resourcing the right people for the right roles, aligned with our LTP delivery programme.

81. Implementation of the 2021 remuneration review is progressing, with people leaders meeting with their teams to communicate outcomes from 2 August 2021.

82. Our new Human Resources Manager, Tony Aitken, started on 2 August.

Customer Services

83. The Community Resilience Ministers Group has asked the Department of Internal Affairs to lead a community resilience programme to develop proposals for substantive changes to the LIM system which will achieve more active disclosure of natural hazard risks. This will likely include changes to LGOIMA legislation. The purpose is to improve the provision of natural hazard information to property buyers and reduce natural hazard risk for communities. The team has recently been involved in early engagement conversations around options for changes to improve the LIM system.

84. Western Bay of Plenty District Council has renewed the contract with TCC for after-hours call management.

85. Daily enquiries from the community about the new kerbside collection service are reducing as the service ‘beds-in’. Between February and July, the team responded to 26,000 customer enquiries on this matter.

86. The Service Centre is establishing an ongoing presence in the Papamoa library, two days a week from September 2021. This will enable members of the community who prefer face to face service to interact with council closer to home and avoid the need to travel into the CBD.

Health and Safety

87. The Human Resources and Health and Safety teams have been taken through the Business Leaders Health and Safety Forum Mental Health and Wellbeing at Work Framework by Hillary Bennett (who developed the framework). Key messages were:

(a) focus on the working environment and job design, as this is where we have most influence

(b) recognise our people’s wellbeing can be subjective and dynamic, putting them anywhere along the continuum from thriving, to going ok, struggling or unwell

(d) EAP programmes are a blessing and curse – moving responsibility onto the individual

(e) ensure wellbeing initiatives have both proactive and reactive elements.

Community Relations

88. Positive media coverage in June contributed to an increased media impact score, the third consecutive month of increases, with ‘very positive’ coverage tripling. The volume of articles dropped nearly 30%, with the biggest drop in negative reporting (only 17 articles compared to approx. 50 in the previous few months). Positive reporting focused on the long-term plan consultation, recreation and environment, and civic infrastructure including the Three Waters Reform, with the leading message that council engages well with the community followed by Tauranga has high quality events/attractions. Negative reporting was focused on housing prices and aspects of the long-term plan, on the topic of growth (intensification versus urban sprawl and the rise in building-related fees).

Te Pou Takawaenga

89. E haruru ana te moana o Tauranga i te wehenga atu i te totara haemata i te waonui o te Hautere kei reira ōu maunga whakahī ko Ōtanewainuku me Pūwhenua, takoto mai e te Rangatira a Dr Kihi Ngatai kei raro i te uma o tōu whare. Kei te rere atu e kara mā ngā roimata me ngā hupe o ngā rau aroha ki Ngāi Tūkairangi, Ngāti Kuku me ngā hapū maha o Ngāi Te Rangi, Ngāti Ranginui me Ngāti Pukenga.

The seas of Tauranga rumble to the falling of a great totara tree in the forests of Hautere there by the great mountains of Otanewainuku and Puwhenua, Dr Kihi Ngatai, come rest in the bosom of your ancestral house. The tears of love and sorrow flow to Ngāi Tukairangi, and Ngāti Kuku, as well as to the many tribes of Ngāi te Rangi, Ngāti Ranginui and Ngāti Pukenga.

90. Tangata whenua have been heavily involved in collaborative discussions across a range of key initiatives, including the Otumoetai Spatial Plan, City Plan Review, RMA reforms and representation reviews. Capability and capacity of tangata whenua to participate in Council projects and processes continues to be a key issue and will be addressed through the revision of the Te Rangapū Mana Whenua o Tauranga Moana Strategic Plan.

91. Te Pou Takawaenga launched Tauranga City Council’s Māori Language Strategy, Te Koruru, through Te Wānanga Ipurangi. Te Koruru has been developed to provide guidance for council in the best practice use of Te Reo Māori in our communications and documentation. It has used national and regional guidance, alongside mana whenua advice to ensure Tauranga Moana is well-represented in how we express ourselves when using Te Reo Māori.

Democracy Services

92. The Representation Review engagement took place from 16 July to 13 August 2021. The team attended three community events, as well as meeting one-on-one with tangata whenua. Engagement was well-received and a report will be presented to Council on 23 August 2021 to agree on the next steps.

93. Changes to Māori ward and constituency processes have meant that the Department of Internal Affairs is consulting on aligning Māori wards and general ward processes. This is the second stage of changes following the removal of the binding poll provisions from the Local Electoral Act 2001. A draft submission was recommended by the Strategy, Finance and Risk Committee on 16 August 2021 and will be approved by Council on 23 August 2021.

94. The Ministry of Justice consulted on the Māori Electoral Option and whether the timing and frequency should be changed. This relates to the opportunity for voters of Māori descent to change rolls, which is available every five years, the next available being in 2024. There is concern that this does not provide an opportunity before the 2022 local government elections, where 35 councils will be electing councillors from Māori wards.

95. Commission Chair Anne Tolley presented to the Taituarā (SOLGM) Governance Professionals Conference on 9 August 2021 on ‘Being a Commissioner’. Topics covered included her role in chairing the Commission, the reasons for accepting the role, the challenges she faced in the first six months and the significance of the Commission at this point in the development of Tauranga City. Governance staff presented on ‘Working with Commissioners’, where they shared the personal and professional journeys taken from working with elected members to working with commissioners.

Regulatory and Compliance

Environmental Regulation

Animal Services

96. The registration of dogs for the 2021/22 year has progressed well, with 12,832 of the known 14,810 dogs registered, which is 3% ahead of the previous year. Staff will shortly start visiting each household where our records show there was a dog present last year which has not been re-registered.

97. Plans are being drafted for the development of the pound to improve Health and Safety for staff and provide a safer environment for owners making payments, collecting their dogs or people viewing dogs for adoption.

98. Education continues to be a strong focus for us, with presentations on how to keep safe around dogs made to groups including nurses, pre-school and primary school children, and 14 staff members from Council’s Parking, Bylaws, Building and Environmental Health teams.

99. Staff also attended an animal support day at Pyes Pa, providing a microchip service and general education to the public while having a bit of fun themselves.

Regulation Monitoring

100. Over the last three months of 2020/21 we saw a 50% increase in parking complaints received compared with the same period the previous year (681 in the 2019/20 year compared with 1017 in the same three months in 2020/21). These are complaints from the public requesting we attend and resolve a matter, such as inconsiderate parking over driveways.

Environmental Health and Licensing

101. The Local Alcohol Policy (LAP) is due for review shortly. The team, along with the Policy and Planning Team, Liquor Licensing Inspectors, Police and the Medical Officer of Health, has reviewed the current policy and considered improvements.

Emergency Management

102. Tauranga City Council Emergency Management staff attended the Bay of Plenty Primary Sector Forum, co-ordinated by the BOP Primary Sector Coordination Group and facilitated by Julian Reweti, TCC’s Risk and Recovery Advisor. The Hon. Kiri Allan, Minister for Emergency Management, attended the forum, which was an opportunity for agencies in the primary sector to collaborate in preparing, responding to and recovering from future adverse events.

103. A second funding application final report has been submitted for the development of a suite of modern and interactive digital products to support community resilience education. This public education approach focuses on reframing the conversation (focusing more on relevant and directly relatable impacts/consequences rather than hazards themselves e.g. no power, no water, no internet, no shelter etc.) and making preparedness relevant and easy (encouraging people to take small steps to be more prepared and protect the things they love, in a way that works for them/their whanau).

104. On 13 July, the Tauranga City Council Emergency Operations Centre (EOC) rehearsed the operational setup of an EOC at our primary facility; 46 Spring St. This was a great opportunity to shake out the new facility, test resources and familiarise staff.

105. A request to deploy trained staff to assist in the emergency response to the South Island July Flood event was received from the National Emergency Management Agency (NEMA). We deployed two staff into the Welfare and Operations functions at the Buller District Emergency Coordination Centre in Westport.

106. TCC’s current Emergency Management Recovery Manager, Julian Reweti, is joining Emergency Management Bay of Plenty and we therefore need to appoint a replacement. Our intent is that Barbara Dempsey step into this role and a recommendation to that effect has been put forward as part of this report, for Council approval.

Tsunami Preparedness Planning

107. A Programme Manager has been engaged to lead a programme of work designed to ensure that the community has knowledge about when to self-evacuate and where to go in the event of a tsunami. Key components of the project are to:

(a) Ensure that the community has a good understanding of the warning systems that are currently available, and to investigate other options that may be available;

(b) Consider whether there needs to be any physical works to support the efficient evacuation in the event of a tsunami reaching the coast.

Port Industrial Area

108. A Programme Manager has also been engaged to assist the Emergency Management Team establish and coordinate a multi-agency Mount Manganui industrial zone work programme.

109. It is understood that industries have been working together in the area, so the purpose is not to duplicate any good work that is occurring, but to ensure that Local Government Civil Defence is part of the planning, and that we better understand the factors and can deliver on our responsibilities to the wider community.

110. A successful work programme will:

(a) Enable a consistent approach to emergency management planning by operators within the Mount Industrial Zone and any potential impact on the wider area (i.e. roading network);

(b) Support a coordinated and consistent approach to emergency management planning by response agencies, including response coordination arrangements, evacuation planning and public communication;

(i) an understanding of community consequences that require management and mitigation, and

(ii) the identification of cascading and compounding hazards.

111. The project will also provide a model that can be used in other industrial areas of the city as they grow. This project will be led by Tauranga City Council, supported by Emergency Management Bay of Plenty, and will require multi-agency and multi-sector input.

Building Services

112. The volume of building consent applications received in June was relatively high at 278. July however has seen a new record as applicants have rushed to get applications in prior to the increase in development contributions, with over 500 applications received in the month (244 in the last week of July alone). This leaves our processing team with well over 700 applications in progress.

113. The volume of consents and amendments granted in June and July was above average, with 304 granted in June and 260 in July compared to our monthly average of 249. However, our compliance with the statutory timeframes has continued to drop, with 74% of consents and amendments granted within 20 working days in June and 78% in July.

114. Given the volume of applications received over the past months, we believe compliance with this timeframe will continue to drop. To counteract this, we have engaged a further contractor to support our processing team and have asked our contractors over the past month to pick up additional consents for the next few months. We are also working hard to help our processing team maximise their efficiency.

115. Our specialist input (engineering) has previously been a pinch-point, but recent recruitment has left that team in a good position, ensuring that they are able to get through applications in a much more timely manner.

116. Inspection wait times are slowly coming down. At the beginning of August, the standard 45min inspection slot had an average 6-day wait time and our commercial inspections a 2-day wait time. Unfortunately, R3 final inspections still have a 19-day wait, as the number of inspectors is limited and the inspection process requires a much larger gap in the inspector’s calendar. Our newly-introduced text message system, where the builder receives a reminder text three days prior to their inspection, is leading to roughly 10-15 early cancelations. These mean the builders are not charged for extra inspections and allow us to rebook inspections more readily.

117. Recruitment is still underway for inspectors, consent processors and a Lead Technical Specialist. Unfortunately, we have had three Building Consent Officer resignations since the last Executive Report.

118. IANZ has confirmed that its assessment will take place between 13 and 25 September.

Environmental Planning

119. Resource consent applications continue to be high. June and July saw a much higher than average number of applications received, putting the under-strength consent team under a lot of pressure. However, by bringing on additional consulting resource, the current backlog of applications will slowly be cleared. Ongoing complexities and plan changes have resulted in additional checks and workload for the entire team.

120. The team will focus on using the tools within the RMA to return applications that are deficient in relevant detail and information. Work is underway to improve the efficiency of the processes and checks to ensure the relevant sections of the RMA are applied consistently.

121. Environmental monitoring continues to receive a high number of general complaints and incidents not relating to resource consent conditions. A lot of resource has gone into resolving these, which has detracted from monitoring resource consent conditions. A recent review of the team will allow for processes to be improved and new focus areas identified going into the new financial year.

122. The Development Contributions (DC) assessor team has been implementing the new DC policy and fielding a high number of calls and queries.

Corporate Services

Marine Precinct – Vessel Works

123. TwentyTwo has been engaged to support us in developing a revised spatial plan for the precinct. The spatial plan will consider the original vision for the precinct, facility requirements, feedback from stakeholders and the Tauranga Harbour Marine Facilities Management Plan. The spatial plan will dovetail into the Governance/Management/

Ownership review, which is also underway. Although there is significant interest from people in the local marine community to purchase and lease land in the Marine Precinct, we are not committing to any new sales or leases until this plan is complete.

124. Several Health and Safety improvement initiatives are nearing implementation. A set of minimum standards for undertaking hazardous work on-site is under review by practitioners who work in the precinct. We are expecting the delivery and installation of some additional H&S equipment over the next month. A site induction video is being finalised, supporting some workers and crew who struggle to read our current text-based induction.

125. We continue to see a decrease in hardstand occupancy, and bookings are still light for the winter (which is expected). We are continuing to investigate new marketing channels and have increased our online marketing and advertised a ‘sale’ for July and August. Vessel Works has a stand booked at The Auckland On-water Boat Show (7-10 October), which has generated new leads in the past.

Legal, Risk & Procurement

126. Legal matters are reported separately, but of note is the legal team’s involvement in the development of the Privacy Act 2020 e-learning module, which has now been deployed to all staff.

127. The Business Continuity Plan refresh is substantially complete for the whole organisation. Plans have also been migrated to MS Teams to enable greater access in the event of a business interruption.

128. New e-learning packages are in development in the areas of (i) Business Continuity and (ii) Conflicts of Interest / Gifts & Hospitality, with plans for these to be ready for roll-out by the end of the calendar year.

129. Work continues on the new online Procurement Manual.

Mount Beachside

130. Beachside Holiday Park occupancy continues to reach new heights, currently up 25% for the year-to-date.

131. For the 1 July 2020 – 30 June 2021 period, the park had 85,452 customers, compared to 67,950 in the previous year.

132. Record-breaking occupancy has generated over $2.2M in revenue, year-to-date.

Digital

133. Digital’s Web team has continued to support the organisation through digital engagement, customer experience and communications. Our web and digital channels have ever-increasing usage and are critical in expanding our reach to more of the community. Recent work includes an updated rates calculator, based on the proposed LTP; changes in user fees and charges from the adopted LTP; Matariki; kerbside collection roll-out information, including bin day look-up; and surveys and engagement, both with the community and internally through SAP Qualtrics (examples include City Plan change, Representation Review, Events Strategy, Marine Facilities Strategy, Community Funding Policy). The Web Team also continues to update and review our internal website content, having recently reviewed and updated the Health and Safety pages and supported the organisation with the Plastic Free July campaign.

134. In order to create a consistent and transparent approach to community stakeholder management across the organisation, the Community Relations and Digital teams have embarked on an initiative to consolidate the many spreadsheets and tools used across the organisation to manage our stakeholder network. The solution will leverage our SAP Eco-system to provide details of stakeholders and stakeholder groups, relationships between groups, relationship owners and details of correspondence, interactions and messaging with stakeholders. This will support the Community Relations Strategy and ensure TCC is managing our stakeholders effectively and consistently.

135. As part of enabling our staff to be as effective as possible while working from home, we have had a programme of work to assess and provide equipment required in people’s homes. This has been a long-burn process, due to some major supply chain issues making IT equipment very difficult to source. Over the last eight weeks we have managed to supply 419 monitors, 113 keyboards, 110 mice and 131 USB hubs to assist people with their home office setup and reduce the pressure on office desk space. Feedback from those involved indicates that this initiative has made a significant difference to their productivity.

Property Management

136. The Property Management team has mapped all the current agreements across the city on a new Smartzoom map layer. This project allows internal staff to view lease, licence and other agreements managed by the Property Team, to help with project collaboration and better customer service across TCC.

Airport

137. 127,853 passengers passed through the terminal during April, May and June 2021, compared to 131,708 in 2019. The opening of the trans-Tasman bubble did see increases in international check-ins, with Air NZ operating at 70% of pre-Covid services across the Tasman.

138. Air NZ operated 2652 services at a load factor of 83% out of Tauranga. These loadings are on par with the same period in 2019.

139. The latest schedules issued by Air NZ have increases in frequency to all direct link destinations, with Christchurch moving to 160% of pre-COVID frequency.

Finance

140. Annual Report preparation is underway, with interim audits undertaken and the final audit commencing 20 September. Adoption is scheduled for November 2021, which is later than usual given the ongoing post-Covid pressure on audit resources and timeframes.

141. Capital expenditure for the year was slightly higher than previously forecast at around $185m, based on initial accruals for work completed by the end of June. This represents delivery of 69.5% of the budget for the year.

142. Total rates collection was high for last year, with 99.2% of 2020/2021 rates collected by 30 June 2021. The $1.8m remaining balance is a-third lower than the previous year and will be collected through payment arrangements or working with first mortgagees. The team also processed 5,937 rates rebate applications worth $3.6 million to our community. This compares with 4,780 applications worth $2.8 million in 2019/2020.

143. With the LTP adopted, billing has been completed for the first rates instalment, which is due by the end of August.

144. Budgets have been loaded to the SAP finance system for staff to deliver capital investment and operational services.

145. Reports on revenue and expenditure against budget will be made a quarterly basis to Council’s Strategy Finance and Risk Committee.

Strategy and Growth

Organisational Response to Climate Change and Sustainability

146. To further progress our response to climate change and sustainability, the Strategy and Growth group has been undertaking a number of activities. These include:

(a) An internal stocktake of our current climate change and sustainability activity

(b) A review of the approach taken by councils in New Zealand and Australia (summary to follow once all responses received)

(c) Collaboration with Bay Venues and EECA (Energy Efficiency & Conservation Authority) to recruit an energy advisor for two years, to deliver 2GWh in energy savings.

(d) A Sustainable Business Network, Climate Action Toolkit workshop for businesses.

Internal stocktake

147. The internal stocktake provided insight into a number of council climate change and sustainability workstreams. The progression of the majority of these is largely dependent on setting prioritised strategies, action plans and targets. This work will in turn guide the development of a sustainability framework and environment strategy. A detailed climate change response is the most pressing aspect of this work.

Note: the stocktake was only of corporate sustainability projects being led by the Sustainability and Waste team, and this is not considered to be an exhaustive list of sustainability activity across the council (which was captured by the separate Sustainability Stocktake undertaken by Proxima Consulting and reported to the Strategy, Finance & Risk Committee on 28 June).

Review of climate change and sustainability response by other councils

148. This review has revealed a mixed approach to integrating climate change and sustainability into council decision-making and operations. What is clear is that we are in a fortunate position to learn from other councils and take the best from their approaches. Of these, a top-down commitment to climate change response and sustainability is imperative to ensure the technological, systems, and behaviour change required to transition the council and our community to net-zero carbon by 2050 are in place. Capability-building across staff to ensure we have the expertise to influence and embed the required change is also essential. A full overview of the approach of other councils will be provided once all responses have been received.

Collaboration with Bay Venues and EECA to deliver 2GWh energy savings

149. Staff have been working with Bay Venues and EECA to agree a 2-year fixed term position for an energy advisor to help the council and Bay Venues deliver 2GWh energy savings across our portfolios. We are currently recruiting for the role, which will provide support to our finance team, and asset and project managers to deliver the savings. In addition, the energy advisor will work in collaboration with the finance team to continue our Toitu CarbonReduce certification (the council carbon footprint), which will now move to include data from Bay Venues. The support from EECA includes funding of up to 75% of the energy advisor role, technical support, and networking opportunities.

Climate Action Toolkit workshop

150. On 27July 2021, Priority One and the council hosted a Climate Action Toolkit workshop provided by the Sustainable Business Network. The workshop is designed to build capability within small-medium sized businesses to identify and undertake actions which will reduce their energy consumption and carbon emissions. The workshop was attended by 24 businesses. The feedback received from businesses was very positive, with many complimenting the council on showing leadership by helping make the workshop available locally. Staff will continue to work with Priority One to identify further opportunities to support businesses reach net zero emissions by 2050.

Attachments

Nil

Option	Advantages	Disadvantages
2.1	Provide designated area for small passenger services (recommended)	· Supports safety of airport users by designating an area for small passenger services to pick up and drop off passengers · Consistent treatment of small passenger services and taxis and shuttles	· Nil
2.2	Do not provide designated area for small passenger services (status quo)	· Nil	· Inconsistent treatment between small passenger services and taxis.

Ordinary Council meeting Agenda

30 August 2021

11.4 City Vision Update

File Number: A12732404

Author: Sarah Stewart, Strategic Advisor

Angela Pointon, Community Relations Advisor

Jeremy Boase, Manager: Strategy and Corporate Planning

Authoriser: Christine Jones, General Manager: Strategy & Growth

Purpose of the Report

1. This report presents the concept design and proposed method for the City Vision Project and seeks approval for progressing this project to enable delivery by December 2021.

Recommendations

That the Council:

(a) Notes that the City Vision project aims to be delivered by December 2021; and

(b) Approves the concept design and the proposed method for the City Vision Project.

Background

2. During late 2019 and early 2020, Tauranga City Council gathered a range of inputs as the first phase of developing and delivering a shared future vision and multi-partner action plan for Tauranga City. This work highlighted that many city leaders had a strong appetite for a vision that would propel our city forward. As such, Council’s Policy Committee approved the City Futures Project concept on 16 June 2020^{^[1]}.

3. More recently, a range of factors contributed to rethinking the City Futures Project, including the need to respond to the challenges brought by the 2020 COVID-19 pandemic, various local government reform initiatives underway and changes to Council’s political leadership.

4. As a result, it was proposed that the envisaged multi-partner City Futures Project be superseded by the Strategic Framework Refresh Project, which includes a vision for Tauranga City. It was acknowledged that all City Futures Project inputs to date would continue to be valuable to the City Vision and the wider Strategic Framework Refresh Project.

5. The Strategy, Finance and Risk Committee approved the Strategic Framework Refresh Project concept (including the City Vision) on 28 June 2021, resolving that the Committee:

· Supports a focussed Council-led approach to the development of a city vision, drawing on information received through prior engagement processes and seeking further community input through a further defined engagement process.

· Approves a strategic framework refresh for Tauranga City Council, building on existing strategies, plans and information received through prior engagement processes, and identifying and filling key gaps in the existing strategic framework.

6. The City Vision project is one of ten workstreams of the Strategic Framework Refresh Project.

City Vision

7. The purpose of the City Vision Project is to create a shared vision with the community that will be used to guide Tauranga City Council’s actions that contribute to achieving the vision through to 2050.

8. For Council, the City Vision will establish an enduring pathway forward and will guide Council’s work with our community to achieve a positive future. It will inform all that Council does to ensure we are working together to achieve the same goals. Council’s contribution to City Vision 2050 will be achieved through the delivery of key projects and initiatives.

9. Key outcomes of this project are that Tauranga City has a vision agreed and owned by the Tauranga community, that people in the city know what the city stands for, and that the city vison resonates for people that live, work, play and learn here.

10. The City Vision is:

· A statement of what we (as a city) desire the future to be.

· Bold and aspirational, with clarity and passion.

11. Through the City Vision project, an opportunity exists to:

· Acknowledge our past and the challenges of our present.

· Lay a foundation of shared identity to reset community relationships.

· Unite our communities and inspire meaningful change.

Proposed concept

12. The concept being planned is based on the whakataukī ‘ka mua, ka muri’ meaning ‘walking backwards into the future’. As shown in the diagram below, three strands are woven together through time to form Tauranga’s identity and vision for the future.

13. Key points for consideration include that the city vision process will be:

· Anchored through local faces, voices and stories – including stories of the past, present and future in the words of diverse members of the community.

· Presented primarily on-line with the key outputs being a short documentary outlining the process and a short summary document describing the vision.

· Focussed on rangatahi (young people) – our youth will inherit our city and therefore it is considered appropriate that their vision is one that we must work towards, while acknowledging our past and the present.

· Reflecting what the community has already told us by drawing on the substantial amounts of information received through prior engagement processes.

· Involving sector groups to generate community involvement.

Proposed method

14. A summary of key activities and indicative timeframes for Phase One are set out in Table 1. Please note that these are subject to change.

Table 1: A summary of key activities, tasks and indicative timeframes for the City Vision Project – Phase One

	ACTIVITY	TASK	INDICATIVE TIMING
1	Getting started	Council approves concept Synthesising key themes from previous engagement. Communicating the city vision process (how to get involved)	August / September
2	Website creation and on-line tools designed	Creative agency designs and implements separate TCC website and branding, feeding through to social media channels.	September / October
3	On-line tools for community and sector group involvement	Key themes are presented back to community and sector groups via on-line methods: - Have we got it right? - Share your vision	November
4	Focus on rangatahi	Involving rangatahi – this is what our communities/sector groups have told us, what is the voice of rangatahi for the future?	November
5	Theme identification	Key themes re-shaped for vision development	November / December
6	Create short documentary	Video documenting the vision process (e.g. interviews with rangatahi, kaumatua, mentors and Commissioners).	November - December
7	Workshop to finalise vision	Council/SFR Committee working together with rangatahi. Final decision on the vision.	December
8	Adoption of City Vision	Council/SFR Committee – Vision statement and documentary (City Vision and process)	December
9	Community celebration	Launch City Vision	February

15. Phase Two of this project refers to socialising and embedding the City Vision concept with our communities and our city leaders over a 12 to 24 month process. Although the City Vision will be vital to Council’s strategic direction setting, the ‘real’ success of the City Vision project relies on the take-up by others within the community. Phase Two will require its own engagement plan and campaign.

Options Analysis

16. Three options are identified in the tables below for consideration. These tables outline the benefits, disadvantages and key risks for each option.

17. The three options take into account the uncertainty of the current Covid-19 context, assuming that lockdown will continue through August and September impacting on the ability for people to meet in person or in groups.

Table 2: Option One: City Vision is paused until Covid-19 Level 3 and Level 4 lockdown restrictions are lifted (NOT RECOMMENDED)

Description
‘Pause’ the City Vision project until a time when community involvement includes the ability for people to gather.
Benefits	Disadvantages	Key risks
Allows for more meaningful community involvement at a later date as planned. No timing issues with the City Plan Review consultation.	Delays will impact the timing of the wider Strategic Framework Refresh project that is to be informed by the overarching City Vision.	Reputational risk: Potential negative community perception following Commissioners communicating with the community via the recent LTP process that there will be a city vision process soon.

Table 3: Option Two: City Vision project progresses, primarily using on-line methods, with the aim to be delivered in December 2021 (RECOMMENDED)

Description
Community and sector group involvement remains integral to the project but is primarily through on-line tools and techniques.
Benefits	Disadvantages	Key risks
Community involvement could still target youth, as well as the general population and sector groups. Aligns with working ‘on-line’ during COVID lockdown restrictions, and may result in strong responses with a high on-line presence. Allows for the City Vision project to progress regardless of the restrictions caused by community cases of Covid-19. Allows for an innovative / exciting approach to the visioning process that will inspire a bold and aspirational vision for our city.	Will take time to plan and scope new methods to run an on-line version. ‘Reach’ of community involvement will change and may not involve some sectors (but may also encourage those that we don’t usually hear from to become involved).	Timeframes: May be difficult to rescope and implement within December 2021 timeframes. Lack of City Vision take-up: Success of the City Vision requires others to buy-in to the vision. With an on-line methodology this may be more challenging and will require on-going (next 12-24 months) socialisation to ensure brand recognition and ‘take-up’ by others if this is to be a vision for the city, rather than a Council vision.

Table 4: Option Three: City Vision project is rescoped to be a Tauranga City Council vision only, rather than a community vision (NOT RECOMMENDED).

Description
City Vision is a Tauranga City Council Vision and does not involve further community involvement.
Benefits	Disadvantages	Key risks
The vision will inform and guide the Strategic Framework Refresh project. Less resource intensive. Less timeframe pressures.	No foundation for a shared identity within the community or sector groups, and no ability to reset relationships. Does not provide for the high-level strategic direction that resonates with our community and inspires meaningful change for Tauranga. Does not align with previous community messaging around this project.	Reputational risk: Potential negative community perception following Commissioners communicating with the community via the recent LTP process that there will be a city vision process that they can contribute to.

18. Option two is the recommended option. Option two recognises that there is substantial information from previous recent community engagement activities to build on with the community and sector groups. This option has a focus on youth leading us into the future and also enables a City Vision to be adopted in time to inform the Strategic Framework Refresh Project (please note that timeframes will be tight). Option two also responds to the uncertainty around Covid-19 lockdown restrictions while enabling a creative and innovative approach through the use of on-line tools and techniques. If Covid-19 restrictions are lifted this will enable the approach to be modified to provide more physical connection with the community.

Financial Considerations

19. Financial costs are estimated at approximately $100K for Phase One of this project. This includes creative design, website creation and maintenance, and video documentation. Budget is available within the approved 2021/22 budget.

Legal Implications / Risks

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

Consultation / Engagement

21. As discussed above, there has been considerable consultation with both the community and city leaders to date. Further involvement with both the general community, sector groups and rangatahi (youth) is outlined in the proposed method discussed above.

Significance

22. The Local Government Act 2002 requires an assessment of the significance of matters, issues, proposals and decisions in this report against Council’s Significance and Engagement Policy. Council acknowledges that in some instances a matter, issue, proposal or decision may have a high degree of importance to individuals, groups, or agencies affected by the report.

23. In making this assessment, consideration has been given to the likely impact, and likely consequences for:

(a) the current and future social, economic, environmental, or cultural well-being of the district or region

(b) any persons who are likely to be particularly affected by, or interested in, the City Vision Project

24. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the matter of a City Vision is of high significance, however the decision proposed in this report is of low significance.

ENGAGEMENT

25. Taking into consideration the above assessment, that the matter of a City Vision is of high significance, officers are of the opinion that the nature of this project requires further community involvement as outlined in this report.

Next Steps

26. Next steps to progress the City Vision are outlined in the Proposed Method section above.

Attachments

Nil

Ordinary Council meeting Agenda

30 August 2021

11.5 Representation Review - public feedback and adoption of Initial Proposal

File Number: A12707050

Author: Coral Hair, Manager: Democracy Services

Authoriser: Susan Jamieson, General Manager: People & Engagement

Purpose of the Report

1. To consider the public feedback on the options that were out for pre-engagement with the community and adopt an Initial Proposal on the representation arrangements for the 2022 elections for formal consultation.

Recommendations

That the Council:

(a) Receives the report “Representation Review – public feedback and adoption of Initial Proposal”; and

(b) Having reviewed its representation arrangements in accordance with sections 19H and 19J of the Local Electoral Act 2001, determines that the following proposal applies for the Tauranga City Council for the elections to be held on 8 October 2022:

(i) The Tauranga City Council shall comprise a Mayor and (put in number) of councillors.

(ii) (Put in number) of the proposed members of the Tauranga City Council are to be separately elected by the electors of (put in number) general wards and one member is to be separately elected by the electors of one Māori ward. The Mayor will be elected at large by all the electors of Tauranga City*.

(iii) Notes that the proposed name of the Māori ward will be gifted by Te Rangapū Mana Whenua o Tauranga Moana through the submission process on the Initial Proposal.

(iv) The proposed names of the wards, the number of members to be elected by the electors of each ward, and the population each member will represent are set out in the table below together with the compliance with the fairness population rule for the general wards*

Ward Name	Number of Members to be elected	Population Per Member	+/- 10%
Māori ward	1	15,300	N/A
Ward name*

(v) In accordance with section 19V(2) of the Local Electoral Act 2001, the population that each member of a general ward represents is within the range of (put in number) +/- 10%.

(vi) The proposed boundaries of each ward are those set out in Option ___ in the attached maps in Attachment 3.*

(vii) That in accordance with sections 19H, 19K and 19T of the Local Electoral Act 2001, the wards reflect the following identified communities of interest:

Ward Name	Description of communities of interest
Māori ward	This ward reflects the community of interest for Māori electors and those in the Māori community.
Add in ward name*	Describe communities of interest*

(viii) That no community boards be established.

(i)

(d) As required by sections 19T and 19W of the Local Electoral Act 2001, the boundaries of the (put in number) wards coincide with the current statistical meshblock areas determined by Statistics New Zealand.

(e) In accordance with section 19M of the Local Electoral Act 2001, the Council will give public notice of this proposal on 3 September 2021 (within 14 days of the resolution being made and before 8 September 2021) and that interested people can make submissions on this proposal until 4 October 2021.

(f) Approves changes to the timeline for the representation review with the Council hearing submissions on 18 October 2021 and deliberating on submissions and adopting a Final Proposal on 8 November 2021.

*Depending on the option chosen by the Council the information will be inserted into the resolution. Refer to Attachment 3 which sets out the resolutions and maps recommended for each option.

Executive Summary

2. After considering public feedback, it is recommended that Council makes a decision on the initial proposal for representation arrangements for the Tauranga City Council (TCC) to go out for formal public consultation in accordance with the Local Electoral Act 2001 (LEA).

Background

3. Councils are required to carry out a representation review at least every six years under the LEA. TCC’s representation review must happen in 2021 prior to the 2022 local body elections.

4. The Council resolved to establish a Māori ward for the 2022 election on 25 August 2020, which decision was confirmed on 12 April 2021. The number of members to be elected to the Māori ward in Tauranga is calculated using the formula set out in the LEA. The current calculation using this formula is one Māori member, based on 6 to 14 councillors elected from wards, (with no Māori member if five or fewer councillors are elected from wards) and two Māori members if 15 or more councillors are elected from wards.

5. The Strategy, Finance and Risk Committee (SFRC) considered reports on the representation review on 21 and 28 June 2021. The recommendations of the SFRC were adopted by the Council on 12 July 2021 and four options went out for pre-engagement with the community.

6. The pre-engagement phase comprised a digital, social media and print campaign from 16 July to 13 August 2021 to encourage the community to complete a short survey (online and hard copy), where individuals could select their preferred representation option and express their views on whether community boards should be established.

7. There was space for additional comments as required. Background information was supplied alongside the survey, including potential advantages/disadvantages of each option and community boards. This was supported by a list of Frequently Asked Questions.

8. Key media coverage included NZ Herald/BOP Times Local Focus video with graphics and interviews, TVNZ/One News Online and Radio NZ coverage on Morning Report and BOP Times and SunLive print and online stories. Targeted advertising was undertaken across local digital, print and radio channels throughout the campaign. Facebook posts had a total reach of approximately 15,407 people with around 1,450 engagements (reactions, comments, shares, clicks). LinkedIn posts gained 3,320 organic impressions with 305 engagements.

9. Bespoke communications were sent to key partner, iwi and hapū, business, community and social contacts. Presentations were made to Te Rangapū Mana Whenua o Tauranga Moana and to a hui at Hairini Marae. The Chamber of Commerce shared the survey link in their member newsletter and hosted a page on their website dedicated to the representation review, and Priority One featured a story in their e-newsletter and shared with their youth forum Instep. The TCC Community Partnerships team liaised with local Māori contacts, migrant community organisations and diverse community stakeholders and emails were sent to all local secondary and tertiary education institutes.

10. General community drop-in sessions were held on:

· Wednesday, 28 July – 5 pm to 6:30 pm - Greerton Library

· Thursday, 29 July – 12:30 pm to 2:00 pm - Pāpāmoa Library

· Thursday, 29 July – 3:30 pm to 5 pm – Tauranga City Council, Kaimai Room - Willow Street

Strategic / Statutory Context

11. The requirements relating to representation reviews are specified in the Local Electoral Act 2001 (LEA).

12. One of the Principles of the LEA “is fair and effective representation for individuals and communities” as set out in section 4(1)(a). Sections 19A to 19Y of the LEA specify how this is to be given effect.

13. A representation review addresses:

· the total number of councillors appropriate for the city;

· whether councillors are elected from wards or by a mix of both wards and ‘at large’ (across the city);

· the boundaries of wards and their names;

· whether there should be community boards and, if so, the number of boards; their names and boundaries; the number of members for each board including any appointed members; and whether the board area should be subdivided for electoral purposes.

14. In reviewing representation arrangements, councils are required to provide for effective representation of communities of interest and fair representation of electors. There are three key factors to consider:

· Defining communities of interest;

· Providing effective representation of communities of interest; (section 19T of the LEA)

· Fair representation of electors. (section 19V of the LEA)

15. More detailed information on defining communities of interest, effective representation of communities of interest and fair representation of electors is available in the report to the SFRC on 21 June 2021 and is not repeated here. The history of TCC’s representation reviews and a table of comparisons of representation arrangements were also included in that report.

16. Section 19J of the LEA requires every territorial authority, as part of its review of representation arrangements, to determine whether there should be community boards and, if so, the nature of those communities and the structure of the community boards. The Council must make this determination in light of the principle in section 4 of the LEA relating to fair and effective representation for individuals and communities.

17. Section 19H of the LEA specifies what is required to be included in a resolution of the council and section 19K specifies that, if there are any changes to the basis of election, membership or ward boundaries since the last election, the resolution must include an explanation of the reasons for the proposed change and must provide a description of each proposed ward, including its boundaries, to make these readily identifiable to the public. Schedule 1A of the LEA sets out provisions relating to Māori wards and constituencies and states that the council resolution must set out the proposed number of members to be elected by one or more Māori wards and the name and boundaries of each ward.

18. Council is required to make a decision on its Initial Proposal by 31 August 2021 (s19H LEA) and public notice must be given no later than 8 September 2021 (s19M LEA). Other local authorities with a direct interest in the proposal receive copies of the Initial Proposal as well as the Local Government Commission, Surveyor-General, Government Statistician and the Remuneration Authority.

Feedback on options

19. 825 responses were received to the survey. The demographics of the respondents to the survey are set out in Attachment 1. The graph below shows the results of the survey question 1 “Which type of representation model could we use to elect our councillors?” and question 3 “What type of candidates would you like to choose from when you vote?”

20. Option 1 was the fourth preferred option with 15% of respondents choosing this option. Those who preferred a mixture of candidates from a ward and across the wider city also generally preferred Option 1. This option is discussed in more detail below.

21. Option 2 was the most preferred option with 33% of respondents choosing this option. Those who preferred to vote for any candidate across the city also mainly preferred Option 2. This option is discussed in more detail below.

22. Option 3 was the least preferred option with 7.5% of respondents choosing this option. This option is discussed in more detail below.

23. Option 4 was the third preferred option with 19.5% of respondents choosing this option. Those who preferred to vote only for the candidates in their ward generally chose Option 4 over Option 3.

24. “Another option” was the second most preferred option with 22% of respondents choosing this option. This option is discussed in detail below.

25. 392 (48%) of respondents preferred to elect any candidate across the city, 254 respondents (31%) preferred a mixture and 154 respondents (19%) preferred to elect only the candidates in their ward.

comments on ANY OPTION AND GENERAL

26. The following table sets out the main themes of the comments received in the survey under question 1, “Another option”, and question 6, “Any other comments”, and a staff response to these comments. Refer to Attachment 2 for a summary of the comments.

Theme	Management comments
Variations on options including more or less councillors	In response to suggestions for more or less councillors and suggestions for various numbers and combinations of councillors: · Options 1 and 2 can be scaled up and down by adding or reducing the number of councillors. For example, Option 2 can be any number between six and 12 councillors. · Option 1 without at large councillors can be seen as a three general ward option. · Two alternative scenarios for Option 4 are set out below that reduce the number of councillors to nine (Option 4A) or ten councillors (Option 4B). For a discussion on effective representation of communities of interest please refer to the report to the Strategy, Finance and Risk Committee on 21 June 2021.
Requests for At large representation	An ‘at large’ only option is not permitted by the Local Electoral Act 2001 (LEA) when a Māori ward is established. The only options open to the council are: · All members elected from wards (General and Māori) – wards only · Some members elected at large (by all electors) and some from wards (General and Māori) – mixed model Applying the formula in the LEA means that there must be at least six (6) councillors elected from either general or Māori wards to provide for one Māori member to be elected.
Commissioners to remain and/or hybrid model with Commissioners and Councillors	This representation arrangement is not available to the Council under the LEA. The Minister of Local Government has the power to make a decision on the term of the Commissioners and/or a hybrid model of representation including appointed or elected councillors.
Changes to the length of the term and limitations on number of terms a person can stand for	The LEA specifies the three-year term and there are no restrictions on the number of times a person can stand for office as an elected member. Any changes to these criteria would require amendments to the legislation and are outside the scope of the representation review. Local Government NZ passed a remit in 2020 asking the government to amend the legislation and provide for a four-year term which Tauranga City Council supported.
Amalgamation with other councils	Amalgamation with other councils is not within the scope of the representation review. There is a separate process in the legislation (a reorganisation proposal) that deals with amalgamation proposals. The Local Government Review currently underway will consider the future of local government over the next 30 years following the Three Waters and RMA reform.
Qualifications required for candidates standing for Council and previous councillors to be ineligible to stand for office	The LEA sets out the criteria for standing for office. A person must be a New Zealand citizen and be enrolled on the Parliamentary roll somewhere in New Zealand. The Electoral Officer is required to take nominations from any person wishing to stand as a candidate who meets that criteria. There is no requirement for candidates to live in the ward or city boundary for which they wish to stand; however, the two people who nominate them are required to. There is no ability to restrict previous councillors from standing for office. Any changes to this would require amendments to the legislation and is outside the scope of the representation review.
Mayor to choose councillors. Mayoral position to be disestablished or voted by councillors	The LEA does not provide for the mayor to choose councillors. The position of mayor is not up for review and remains in place and will be elected by all voters.
Restricting people from standing for mayor and councillor positions	The LEA allows candidates to stand for the mayoralty and as a councillor. The LEA restricts candidates from standing for more than one ward.
More information about candidates prior to election	Candidates have the option to submit up to 150 words and a photo to be included in a candidate profile booklet that is sent out with the voting documents. Public debates with candidates are usually held in the community prior to an election and there is media coverage of candidates, although this can be weighted to mayoral candidates.
Further training and development of councillors once elected	The mayor and councillors undertake an extensive induction and training period following the election and an induction programme will be refined for the incoming Council. Individual programmes are established for each member over the triennium, depending on their training and skill requirements and preferences.
Decision to establish a Māori ward	The representation review does not provide an opportunity to revisit the decision to establish a Māori ward.
Increase in Māori representation	The number of Māori members is set through a formula in Schedule 1A of the LEA and, at present for Tauranga City, is one Māori member. To have two Māori councillors requires either an increase in the Māori Electoral Population or an increase in the number of councillors to 15.
More tangata whenua inclusion in decision making	The Local Government Act 2002 (LGA), section 4 and Parts 2 and 6 are intended to facilitate participation by Māori in local government decision-making processes. Principle 14 (1)(d) and section 81 of the LGA requires councils to establish and maintain opportunities for Māori to contribute to decision-making processes. Section 82 consultation and Section 77 of the LGA require that significant decisions relating to land or water take into account the relationship of Māori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna, and other taonga. The Council has worked to increase Māori participation in decision-making by appointing tangata whenua representatives to its standing committees since 2019 and appointed three tangata whenua representatives with voting rights to its Strategy, Finance and Risk Committee in 2021. The Tangata Whenua/Tauranga City Council Committee has continued in this triennium and Te Rangapū Mana Whenua o Tauranga Moana representing 17 hapū meets regularly.
Reviewing the electoral system	Single transferable vote (STV) is the electoral system for the 2022 elections and this decision cannot be reviewed as part of the representation review.
Voter turnout and education	The Chief Executive under section 42(2)(da) of the Local Government Act 2002 is responsible for: "facilitating and fostering representative and substantial elector participation in elections and polls held under the Local Electoral Act 2001." This involves: · providing candidates with information on what it means to be an elected member, their governance roles and responsibilities and the time commitment that would be expected. · the development of an induction programme and individual and collective professional development plans for the Mayor and councillors. · campaigns to encourage people to vote in local elections. Every three years during local government elections the Electoral Commission runs nation-wide campaigns to encourage people to enrol to vote or update their details. Local Government New Zealand also runs nation-wide campaigns in conjunction with individual councils to increase awareness of local elections and encourage people to put their names forward to stand for office.

Feedback on number of councillors

27. The graph below shows the results of the survey question 2 , “How many councillors do we need for our Council in total?”.

28. 613 of 825 respondents (74.6%) preferred 10 councillors or less and 160 of 825 respondents (19.5%) preferred an increase in the number of councillors from the current 10. 47 or 5.7% of respondents were unsure. The survey results showed there was a preference to have 10 or fewer than 10 councillors.

29. Those who supported 10 or less councillors generally supported Option 2 and those who supported more than 10 councillors were generally supportive of Options 3 and 4 which had 12 councillors.

30. Options 4A and 4B have been developed in response to the survey results and the Council’s previous request to look at reducing the number of councillors from 12 to ten or less; these options are described below.

feedback on community boards

31. The graph below shows the results of the survey question, “In addition to Council, would you like our city to have community boards?”.

32. 374 respondents (46%) were against establishing community boards with 312 respondents or 38% in favour and 130 (16%) of respondents unsure.

33. Supportive comments for establishing community boards included having a local voice for local communities. Feedback against establishing community boards included not needing an additional layer of local government and not wanting additional costs to ratepayers.

34. The results show that there was a reasonably even split across all options. The majority of those who preferred Option 2 were against establishing community boards (138 against and 100 for) even though this option could be said to lend itself more to establishing community boards as councillors are elected city-wide.

35. Information on community boards was included in previous reports and is not repeated here except for the advantages/disadvantages.

Advantages	Disadvantages
Meaningful connection to neighbourhoods and bring decision-making down to a level where community members can have real influence.	May be tension between community boards and Council due to the more local focus of community boards and the wider city-focus of Council.
Advocate for local community interests.	Additional costs for ratepayers who live in a community board area.
Community boards can be a good introduction to local government and provide a training ground for those who may consider standing as a councillor.	Would require resourcing of TCC staff to write reports and attend meetings, manage members’ enquiries and generally support members to achieve their role.
Community board members are elected by their community at the same time as councillors in contrast to other community groups which are self-appointed.	Election costs would increase as community board members are elected every three years. Actual costs would depend on the number of boards and members appointed to each board.

36. The Council has alternative options to ensure local community views are heard and advocated for. These include establishing community committees or setting up place-based community groups for particular projects e.g. the “Innovating Streets at the Mount” project called for interested persons to apply for a Community Design Group to consider public feedback and determine which trial designs to recommend to the Council. Council has established the Arataki Community Liaison Group to provide a forum where matters of community interest or concern can be discussed about initiatives impacting the Arataki area.

37. If the Council chooses to establish community boards for the October 2022 election the reasons could include:

(a) Community boards provide meaningful connection to neighbourhoods and bring decision-making down to a level where community members can have real influence.

(b) Community board members are advocates for local community interests.

(c) Community board members are elected every three years and provide a mandate to represent their community at a local level.

(d) The additional costs of the community boards are outweighed by the benefits provided by the boards.

38. If community boards are to be included in the Initial Proposal the number of boards, boundaries, names of boards and membership of boards (number of board members and councillors to be appointed) would need to be included in the resolution. At least four board members are required along with at least one councillor. Potential board areas could be those outlined in Options 1, 3, 4, 4A, 4B or any combination of the wards in these options.

39. If the Council chose not to establish community boards for the October 2022 election the reasons could include:

(a) Tauranga City has not previously established community boards and, given the Local Government Review underway that will consider the future of local government over the next 30 years, it is considered premature to introduce community boards at this time.

(b) Fair and effective representation for individuals and communities would be provided through the representation arrangements without the need to establish community boards.

(c) The Remuneration Authority’s conclusion, following its review of community board remuneration, that it was timely for a central government agency to review the functions, representation levels and associated characteristics of community boards.^{^[2]}

(d) The additional costs of establishing community boards would place a further burden on ratepayers at a time when rates have increased.

(e) Alternative options are available to the Council following the 2022 elections to ensure local community views are heard and advocated for. These include establishing community committees or setting up place-based community groups for particular projects.

(f) The pre-engagement survey results showed a preference against establishing community boards.

40. It is recommended that community boards are not established for the reasons set out above.

name of Māori ward and other ward names

41. Feedback was also requested on the ward names in question 5 “Do you have any suggestions for ward names?”. The majority of feedback was in support of ward names reflecting the geographic areas they represented and for names that were widely recognised; and that where Māori names were the most appropriate to represent the area, that these be developed in conjunction with local iwi.

42. There was support for all ward names to reflect the Māori history of the area, some support for dual English and Māori names for wards, and some feedback on Māori names for wards. For example, there were people who preferred both Mauao and Mount Maunganui and this has been reflected in the two new options.

43. Given this feedback it is recommended that the ward name(s) are not amended for the Initial Proposal and that submissions be sought on appropriate names during the formal consultation process.

44. The Council requested feedback on the name of the Māori ward and there were suggestions from the survey including Tauranga Moana and Te Awanui. Te Rangapū Mana Whenua o Tauranga Moana is consulting it’s members and will be gifting the name of the Māori ward as part of the submission process on the Initial Proposal.

review and observer team commentary on representation arrangements

45. The Review and Observer Team (the Team) in their report to Council on 17 November 2020^{^[3]} stated they considered some of the issues and behaviours that the Council was dealing with at that time had their genesis in the representation arrangements that the city had. The Team developed a strong impression that the contest for the mayoralty did not end with the election and questioned if the mix of at large and by ward election of councillors was a contributing factor to the current situation. The Team also questioned whether communities of interest were coherently represented.

46. Peter Winder, Chairperson of the Team, clarified the remarks in the report and stated the Council should consider designing the representation arrangements where all councillors, except the Māori councillor, are elected from a larger number of smaller wards with boundaries that reflect communities of interest i.e. no “at large” councillors. This would, in Mr Winder’s opinion, “create a clear and certain mandate from the public and provide a better than even chance of delivering a functional council than the one the Team observed”.

47. The advantages and disadvantages of each option include comments that relate to whether the issues and concerns raised by the Team are addressed by that option. The Council will determine how much weight is to be given to these remarks.

Options Analysis

Option 1 – 10 Councillors plus Mayor

48. Option 1 was preferred by 126 of the 825 survey respondents (15%) and was the fourth preferred option. Those who preferred a mixture of candidates from their ward and those across the wider city also generally preferred Option 1.

49. It is based largely on the current representation arrangements. This option can be scaled up with the addition of more councillors elected at large or scaled down by removing one at large councillor. It could also be viewed as a model for three general wards with no at large councillors.

50. If this option was chosen as the Initial Proposal the resolutions and reasons for choosing this option would be those set out in Attachment 3.

51. The following general wards are set out in the table and the map below sets out the general wards:

Ward Name	Number of Councillors	General electoral population estimates	Population per councillor	Deviation from city average per councillor	% deviation from city average per councillor
Mount Maunganui-Pāpāmoa	3	55,300	18,433	-1,052	-5.40
Otumoetai-Pyes Pa	2	42,300	21,150	1,664	8.54
Te Papa-Welcome Bay	2	38,800	19,400	-86	-0.44
Total	7		19,486

52. The population that each member of a general ward represents is within the range of 19,486 per councillor +/- 10% (17,537 – 21,435).

53. The ward boundary for the current Mount Maunganui/Pāpāmoa Ward has been changed and an area moved into the Te Papa-Welcome Bay ward to make this option comply with the +/- 10% rule.

54. This option recognises that there are distinct communities of interest based on geographical areas that can be identified as follows:

Ward	Description of communities of interest
Mount Maunganui-Pāpāmoa	This ward includes Mount Maunganui, Matapihi, Pāpāmoa and Kairua, Wairakei and Te Tumu. It covers the coastal strip and recognises the unique feature of Mauao which is an important cultural, historic and geographical feature. This ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Transportation links to the City via state highways and the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents. Accelerating population growth in the east and infill housing in established areas create related infrastructure and community amenity issues of interest to local residents.
Otumoetai-Pyes Pa	This ward includes Otumoetai, Brookfield, Bellevue, Matua, Bethlehem, Pyes Pa, The Lakes, Oropi and Tauriko. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities. The expansion of the city to the west has seen boundary changes with Western Bay to facilitate the development of business, industry and residential growth. It is estimated in the next 10 years that 3-4,000 new homes will be built, improvements will be made to SH29 and connections to it, and an additional 100-150 hectares of business land will be provided creating an additional 2,000 jobs.
Te Papa-Welcome Bay	This ward includes Te Papa Peninsula, Greerton, Gate Pa, Welcome Bay, Ohauiti, Hairini and Poike. The Te Papa Spatial Plan, with its focus on increased density and city-living type housing, is estimated to increase the number of residents on the Te Papa Peninsula by 15,000 by 2050. The Cameron Road redevelopment project with improved passenger services and transport choices will have a major impact on residents. The development of community facilities, spaces and places and the inner-city revitalisation are of importance to residents. The eastern areas of this ward have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.

55. The Māori ward would reflect the community of interest for Māori electors and those in the Māori community.

56. This option would give less weight for establishing community boards as geographic communities of interest would be represented on the Council.

57. Summary of advantages and disadvantages of this option are set out below:

Advantages	Disadvantages
Both Māori and general electors vote for between 3-5 councillors out of 10.	Not all councillors represent the same number of electors as at large councillors are not subject to +/- 10% rule.
This continues the mixed model arrangement which is familiar with the public as it has been in place since 2010.	Mixture of two systems (wards and at large) could be confusing to voters.
Provides for the geographical coverage of communities of interest with ward-elected members.	May not represent the current communities of interest.
Provides for communities of interest spread across the city to be represented.	Potential for perception by public that the ward member is there to represent their ward only and is captured by the interests of ward electors.
Potential for more diverse councillors to be elected from at large candidates.	Possibility of division between councillors in terms of perceived elector representation and accountability.
Allows residents to have a choice of who to approach, at large or ward based members.	The Review and Observer Team considered this arrangement contributed to the Council’s dysfunction.

Option 2 – 10 councillors plus Mayor

58. Option 2 was the preferred option from the survey with 274 of the 825 respondents (33%) choosing this option.

59. If this option was chosen as the Initial Proposal the resolutions and reasons for choosing this option are set out in Attachment 3.

60. Nine councillors are elected from one general ward with each councillor representing a general population of 15,155 and one councillor elected from a Māori ward representing a Māori electoral population of 15,300. No at large councillors would be elected in this option. Both wards would be city-wide, see the map below.

61. This option recognises that there is a shared common community of interest at the city level and that communities of interest are spread across the city. This option gives greater weight to the view that there is no distinction between different communities of interest from a geographical perspective within Tauranga City as all parts of the city contain a mixture of various communities of interest.

62. This option recognises that Tauranga is one of the geographically smallest cities in New Zealand based on land area (approximately 17,500 hectares) with a mainly urban population. Given the compactness of the city and the urban population, the decisions relating to the development of such things as the expansion of housing areas, infrastructure upgrades, transport links and community facilities are seen to impact on people city-wide.

63. This option recognises that the geographical features of the city that are unique such as Mauao, the harbour and the beaches have meaning and significance to many residents.

64. In this option Councillors are seen as representing and accountable to all electors rather than a geographically defined group of electors.

65. The electoral system Single Transferable Voting (STV) is suited to at large elections and is considered to provide more opportunity for women, Māori, and people representing minority groups to be elected than under a First Past the Post (FPP) system.

66. This option would give more weight for establishing community boards as geographic communities of interest would not be guaranteed to be represented on the Council.

67. The advantage for general electors is that they can elect nine out of ten councillors which supports the principle of electors voting for the majority of councillors. However, this relates only to general electors and is seen as a disproportionately inequitable model compared to the other options for Māori voters, who are only able to elect one councillor out of ten.

68. Summary of advantages and disadvantages of this option are set out below:

Advantages	Disadvantages
Recognises shared common community of interest at city level for general electors.	No guaranteed representation of geographic communities of interest on council.
General electors can elect 9 out of 10 councillors which supports the principle of electors voting for the majority of councillors.	Disproportionately inequitable representation model with general voters able to elect up to 9 councillors and Māori electors able to elect 1 councillor.
Potential for candidates standing in the general ward to represent sector or interest groups spread city-wide.	Electors have a less direct relationship with councillors elected from a city-wide ward.
STV suited to wards with larger number of councillors and has potential to deliver a more diverse range of councillors in the general ward.	Potential for higher costs for all candidates as they campaign city-wide.
Allows general electors a choice about which councillors to approach.	This arrangement may not address the issues and concerns raised by the Review and Observer Team.

Option 3 – 12 councillors plus Mayor

69. Option 3 was the least preferred option with 63 of the 825 respondents (7.5%) stating this was their preferred option.

70. If this option was chosen as the Initial Proposal the resolutions and reasons for choosing this option are set out in Attachment 3.

71. Option 3 is a ward-based approach with 11 councillors elected from six general wards and one councillor elected from a citywide Māori ward. No at large councillors would be elected in this option.

72. The following general wards would be established as set out in the table and the map below:

Ward Name	Number of Councillors	General electoral population estimates	Population per councillor	Deviation from city average per councillor	% deviation from city average per councillor
Mauao	3	37,600	12,533	129	1.04
Wairakei	1	12,550	12,550	145	1.17
Otumoetai	3	35,300	11,767	-638	-5.14
Te Papa	1	12,600	12,600	195	1.58
Welcome Bay	2	26,800	13,400	995	8.02
Tauriko	1	11,600	11,600	-805	-6.49
Total	11		12,405

73. The population that each member of a general ward represents is within the range of 12,405 per councillor +/- 10% (11,165 to 13,646).

74. This option poses a challenge to scale up or down the number of councillors given the need to comply with the fair representation rule.

75. This option would give less weight for establishing community boards as geographic communities of interest would be represented on the Council.

76. This option recognises that there are distinct communities of interest based on geographical areas that can be identified as follows:

Ward Name	Description of communities of interest
Mauao	This ward includes Mount Maunganui, Omanu, Arataki, Te Maunga, Matapihi, Palm Beach and Pāpāmoa Beach North. It covers the coastal strip and recognises the unique feature of Mauao which is an important cultural, historic and geographical feature. This ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Wairakei	This ward includes includes Pāpāmoa Beach South, Golden Sands, Wairakei and Te Tumu. This coastal strip area will continue to have accelerating population growth. In the next 10 years an estimated 2-3,000 new homes will be built in the areas already zoned for housing and 7-8,000 homes once Te Tumu is zoned for housing. It also faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City as well as the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents.
Otumoetai	This ward includes includes Bethlehem, Brookfield, Judea, Te Reti, Bellevue, Otumoetai and Matua. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Te Papa	This ward includes Te Papa Peninsula, Sulphur Point, Tauranga South, Greerton (east of Cameron Road), Merivale and Yatton Park. The Te Papa Spatial Plan, with its focus on increased density and city-living type housing, is estimated to increase the number of residents on the Te Papa Peninsula by 15,000 by 2050. The Cameron Road redevelopment project with improved passenger services and transport choices will have a major impact on residents. The development of community facilities, spaces and places and the inner-city revitalisation are of importance to residents.
Welcome Bay	This ward includes Bay Park, Kairua, Welcome Bay, Maungatapu, Hairini, Poike, Oropi, Greerton (south of Poole and Chadwick Streets) Kaitemako, Ohauiti and Pyes Pa. These areas have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.
Tauriko	This ward includes Pyes Pa West, Gate Pa, Greerton (west of Cameron Road), The Lakes and Tauriko. The expansion of the city to the west has seen boundary changes with Western Bay to facilitate the development of business, industry and residential growth. It is estimated in the next 10 years that 3-4,000 new homes will be built, improvements will be made to SH29 and connections to it, and an additional 100-150 hectares of business land will be provided creating an additional 2,000 jobs.

77. Summary of advantages and disadvantages of this option are set out below:

Advantages	Disadvantages
Increased geographic representation of communities of interest than the current three wards.	Does not identify and represent communities of interest that are city-wide.
More easily understood system and direct relationship with electors and ward councillor(s).	Potential for perception by public that the ward member is there to represent their ward only and be captured by the interests of their ward electors.
This arrangement may address the issues and concerns raised by the Review and Observer Team.	Electors only able to vote for a minority of councillors. Māori electors would elect only 1 councillor out of 12 (the Māori member). General electors would elect 1-3 councillors out of 12 depending on the ward they were in.
Potential for less costs for candidates standing in general wards.	Less potential for electing a more diverse set of councillors than options 1 and 2.
Greerton community is represented by three councillors.	Greerton community has been split between three wards (Te Papa, Welcome Bay and Tauriko).

Option 4 – 12 councillors

78. Option 4 was the third preferred option with 161 of 825 (19.5%) of respondents choosing this option.

79. If this option was chosen as the Initial Proposal the resolutions and reasons for choosing this option are set out in Attachment 3.

80. Option 4 is a ward-based approach. 11 councillors are elected from eleven (11) general wards and one (1) councillor elected from a citywide Māori ward. No at large councillors would be elected in this option.

81. The following general wards would be established as set out in the table and the map below:

Ward	Number of councillors	General Electoral Population	Population per councillor	Deviation from city average per councillor	% deviation from city average per councillor
Mauao	1	11,950	11,950	-464	-3.73
Arataki	1	12,650	12,650	236	1.90
Pāpāmoa	1	12,550	12,550	136	1.10
Wairakei	1	13,550	13,550	1,136	9.15
Welcome Bay	1	13,300	13,300	886	7.14
Pyes Pa	1	13,450	13,450	1,036	8.35
Matua	1	11,350	11,350	-1,064	-8.57
Otumoetai	1	11,300	11,300	-1,114	-8.97
Bethlehem	1	11,500	11,500	-914	-7.36
Te Papa	1	12,600	12,600	186	1.50
Tauriko	1	12,350	12,350	-64	-0.51
Total	11		12,414

82. The population that each member of a general ward represents is within the range of 12,414 per councillor +/- 10% (11,173 to 13,655).

83. This option recognises that there are distinct communities of interest based on geographical areas that can be identified as follows:

Ward Name	Description of communities of interest
Mauao	This ward includes Mount Maunganui and Omanu. It forms part of the coastal strip and recognises the unique feature of Mauao which is an important cultural, historic and geographical feature. This ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Arataki	This ward includes Arataki, Te Maunga and Matapihi and Bayfair. It forms part of the coastal strip. Like Mauao ward, the residents have strong links to the unique feature of Mauao and the ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Pāpāmoa	This ward includes Palm Beach, Pāpāmoa Beach North and Kairua. This forms part of the coastal strip and faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City as well as the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents.
Wairakei	This ward includes Pāpāmoa Beach South, Golden Sands, Wairakei and Te Tumu. This coastal strip area will continue to have accelerating population growth. In the next 10 years an estimated 2-3,000 new homes will be built in the areas already zoned for housing and 7-8,000 homes once Te Tumu is zoned for housing. It also faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City as well as the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents.
Welcome Bay	This ward includes Welcome Bay, Maungatapu and Kaitemako. These areas have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.
Pyes Pa	This ward includes Pyes Pa, Hairini, Poike, Oropi, Ohauiti, Greerton (south of Sheppard and Yatton Streets). These areas have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.
Matua	This ward includes Matua and Bellevue. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Otumoetai	This ward includes includes Otumoetai, Brookfield and the northern part of Judea. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Bethlehem	This ward includes includes Bethlehem and Judea. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Te Papa	This ward includes Te Papa Peninsula, Sulphur Point, CBD, Fraser Cove, Greerton (east of Cameron Road), Tauranga South, Merivale and Yatton Park. The Te Papa Spatial Plan, with its focus on increased density and city-living type housing, is estimated to increase the number of residents on the Te Papa Peninsula by 15,000 by 2050. The Cameron Road redevelopment project with improved passenger services and transport choices will have a major impact on residents. The development of community facilities, spaces and places and the inner-city revitalisation are of importance to residents.
Tauriko	This ward includes Gate Pa, Greerton (west of Cameron Road), The Lakes and Tauriko. The expansion of the city to the west has seen boundary changes with Western Bay to facilitate the development of business, industry and residential growth. It is estimated in the next 10 years that 3-4,000 new homes will be built, improvements will be made to SH29 and connections to it, and an additional 100-150 hectares of business land will be provided creating an additional 2,000 jobs. This ward includes rural based residents that have specific needs related to rural living.

84. Summary of advantages and disadvantages of this option are set out below:

Advantages	Disadvantages
More equitable model as both general and Māori electors vote for one councillor.	Electors vote for only one councillor out of 12 councillors.
More geographic representation of communities of interest than other options.	Does not identify and represent city-wide communities of interest.
More easily understood system than other options and direct relationship with electors and ward councillor.	Potential for perception that the ward member represents their ward only.
This arrangement may address the concerns and issues raised by the Review and Observer Team.	Less potential for electing a more diverse group of councillors than options 1 and 2.
Greerton community is represented by three councillors.	Greerton community has been split between three wards (Pyes Pa, Te Papa and Tauriko).
Potential for less costs for candidates standing in general wards.

85. This option does increase the number of councillors from 10 to 12. In response to the survey, which showed a clear preference for 10 or less councillors, Options 4A (9 councillors) and 4B (10 councillors) have been developed for single member wards and these are set out below.

Option 4A – 9 councillors from single member wards

86. A further option is proposed for single member wards with nine councillors plus a mayor.

87. Option 4A is a ward-based approach. Eight councillors are elected from eight general wards and one councillor elected from a citywide Māori ward. No at large councillors would be elected in this option.

88. This option has been developed in response to the survey and the Council’s previous request to look at reducing the number of councillors from 12 to 10 or less if this would provide effective representation of communities of interest and achieved compliance with the fairness rule +/- 10%.

89. The following general wards would be established as set out in the table and the map below:

Ward	Number of councillors	General Electoral Population	Population per councillor	Deviation from city average per councillor	% deviation from city average per councillor
Mauao/Mount Maunganui	1	16,500	16,500	-556	-3.26
Arataki	1	17,150	17,150	94	0.55
Pāpāmoa	1	16,850	16,850	-206	-1.21
Welcome Bay	1	18,000	18,000	944	5.53
Matua	1	18,050	18,050	994	5.83
Bethlehem	1	17,550	17,550	494	2.89
Te Papa	1	16,400	16,400	-656	-3.85
Tauriko	1	15,950	15,950	-1,106	-6.49
Total	8		17,056

90. The population that each member of a general ward represents is within the range of 17,056 per councillor +/- 10% (15,350 to 18,762).

91. This option recognises that there are distinct communities of interest based on geographical areas that can be identified as follows:

Ward Name	Description of communities of interest
Mauao/Mount Maunganui	This ward includes Mount Maunganui, Omanu, Bayfair and Matapihi. It forms part of the coastal strip and recognises the unique feature of Mauao which is an important cultural, historic and geographical feature. This ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Arataki	This ward includes Arataki, Te Maunga, Palm Beach, and Kairua. It forms part of the coastal strip. Like the Mauao/Mount Maunganui ward, the residents have strong links to the unique feature of Mauao and the ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Pāpāmoa	This ward includes Pāpāmoa, Golden Sands, Wairakei and Te Tumu. This coastal strip area will continue to have accelerating population growth. In the next 10 years an estimated 2-3,000 new homes will be built in the areas already zoned for housing and 7-8,000 homes once Te Tumu is zoned for housing. It also faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City as well as the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents.
Welcome Bay	This ward includes Welcome Bay, Maungatapu, Kaitemako, Poike and Ohauiti. These areas have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.
Matua	This ward includes Matua, Otumoetai, Bellevue and Brookfield. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Bethlehem	This ward includes includes Bethlehem and Judea. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Te Papa	This ward includes Te Papa Peninsula, Sulphur Point, CBD, Fraser Cove, Tauranga South, Merivale, Yatton Park and Greerton (north of Chadwick Road). The Te Papa Spatial Plan, with its focus on increased density and city-living type housing, is estimated to increase the number of residents on the Te Papa Peninsula by 15,000 by 2050. The Cameron Road redevelopment project with improved passenger services and transport choices will have a major impact on residents. The development of community facilities, spaces and places and the inner-city revitalisation are of importance to residents.
Tauriko	This ward includes Pyes Pa, Hairini, Oropi, Gate Pa, Greerton (south of Chadwick Road), The Lakes and Tauriko. The expansion of the city to the west has seen boundary changes with Western Bay to facilitate the development of business, industry and residential growth. It is estimated in the next 10 years that 3-4,000 new homes will be built, improvements will be made to SH29 and connections to it, and an additional 100-150 hectares of business land will be provided creating an additional 2,000 jobs. This ward includes rural based residents that have specific needs related to rural living.

92. Summary of advantages and disadvantages of this option are set out below and while they are similar to Option 4 and 4B, the reduction in the number of councillors to nine is factored in:

Advantages	Disadvantages
More equitable model than other options as both general and Māori electors vote for one councillor.	Does not identify and represent city-wide communities of interest.
More even distribution of electors per councillor than options 4 and 4B.	Potential for perception that the ward member represents their ward only.
More easily understood system than other options and direct relationship with electors and ward councillor.	Less potential for electing a more diverse group of councillors than options 1 and 2.
Potential to offer a more efficient governance model with the least number of councillors.	Fewer councillors may detract from the ability of the public to access councillors and the members’ ability to effectively represent the views of their electoral area.
Greerton community is represented by two councillors.	Greerton community has been split between two wards (Te Papa and Tauriko).
Potential for less costs for candidates standing in general wards.
This arrangement may address the concerns and issues raised by the Review and Observer Team.

Option 4B – 10 councillors from single member wards – non-complying

93. A further option is proposed for single member wards with 10 councillors plus a mayor.

94. Option 4B is a ward-based approach. Nine councillors are elected from nine general wards and one councillor elected from a citywide Māori ward. No at large councillors would be elected in this option.

95. Option 4B includes a Greerton ward; however, the boundaries of the Tauriko and Te Papa wards have been amended to ensure their compliance with the fairness rule and include communities of interest that have not in the past been associated with these wards.

96. The following general wards would be established as set out in the table and the map below:

Ward	Number of councillors	General Electoral Population	Population per councillor	Deviation from city average per councillor	% deviation from city average per councillor
Mauao/Mount Maunganui	1	16,750	16,750	1,583	10.44
Arataki	1	16,700	16,700	1,533	10.11
Pāpāmoa	1	16,700	16,700	1,533	10.11
Welcome Bay	1	13,750	13,750	-1,417	-9.34
Matua	1	15,400	15,400	233	1.54
Bethlehem	1	14,750	14,750	-417	-2,75
Greerton	1	13,700	13,700	-1,467	-9.67
Te Papa	1	13,850	13,850	-1,317	-8.68
Tauriko	1	14,900	14,900	-267	-1.76
Total	9		15,167

97. The proposed boundaries of each general ward are set out in the map below.

98. This is a non-complying option. The population that each member of a general ward represents is not within the range of 15,167 +/- 10% (13,650 to 16,684) for the Mauao, Arataki and Pāpāmoa wards, which are underrepresented. While this could be considered minor non-compliance, any non-complying proposal must go to the Local Government Commission for determination.

99. The wards reflect the following identified communities of interest:

Ward Name	Description of communities of interest
Mauao/Mount Maunganui	This ward includes Mount Maunganui, Omanu, Bayfair and Matapihi. It forms part of the coastal strip and recognises the unique feature of Mauao which is an important cultural, historic and geographical feature. This ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Arataki	This ward includes Arataki and Palm Beach. It forms part of the coastal strip. Like the Mauao/Mount Maunganui ward, the residents have strong links to the unique feature of Mauao and the ward has a focus on leisure and tourism, faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City via state highways are of importance to residents.
Pāpāmoa	This ward includes Pāpāmoa, Golden Sands, Wairakei and Te Tumu. This coastal strip area will continue to have accelerating population growth. In the next 10 years an estimated 2-3,000 new homes will be built in the areas already zoned for housing and 7-8,000 homes once Te Tumu is zoned for housing. It also faces increased tsunami risk, sea level rise and coastal hazards due to its location. Improved transportation links to the City as well as the construction of a direct link to the Tauranga Eastern Link via the Pāpāmoa East Interchange are of importance to residents.
Welcome Bay	This ward includes Kairua, Te Maunga, Welcome Bay, Maungatapu, Harini and Kaitemako. These areas have a reliance on services and facilities located in other suburbs and transportation to the city centre is an important issue for local residents. More rural based residents have specific needs related to rural living.
Greerton	This ward includes Greerton, Gate Pa, Merivale, Yatton Park and the northern area of Pyes Pa. These areas are serviced by the Greerton shopping centre and transportation through to the city centre is an important issue for local residents.
Bethlehem	This ward includes includes Bethlehem. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Matua	This ward includes Matua, Otumoetai and Bellevue. With a large population living close to the city centre, the residents of this ward are impacted by the increase of infill housing, are interested in safer transport options and the development of community facilities.
Te Papa	This ward includes Te Papa Peninsula, Sulphur Point, CBD, Fraser Cove, Brookfield and Judea. The Te Papa Spatial Plan, with its focus on increased density and city-living type housing, is estimated to increase the number of residents on the Te Papa Peninsula by 15,000 by 2050. The Cameron Road redevelopment project with improved passenger services and transport choices will have a major impact on residents. The development of community facilities, spaces and places and the inner-city revitalisation are of importance to residents.
Tauriko	This ward includes Oropi, Poike, Ohauiti, The Lakes and Tauriko. The expansion of the city to the west has seen boundary changes with Western Bay to facilitate the development of business, industry and residential growth. It is estimated in the next 10 years that 3-4,000 new homes will be built, improvements will be made to SH29 and connections to it, and an additional 100-150 hectares of business land will be provided creating an additional 2,000 jobs. This ward includes rural based residents that have specific needs related to rural living.

100. Summary of advantages and disadvantages of this option are set out below and while they are similar to Option 4, the major disadvantage of this option is its non-compliance.

Advantages	Disadvantages
More equitable model as both general and Māori electors vote for one councillor.	Non-compliance with the fairness rule resulting in underrepresentation for three wards.
Geographic representation of communities of interest.	Does not identify and represent city-wide communities of interest.
More easily understood system than other options and direct relationship with electors and ward councillor.	Potential for perception that the ward member represents their ward only.
This arrangement may address the concerns and issues raised by the Review and Observer Team.	Less potential for electing a more diverse group of councillors than options 1 and 2.
Potential for less costs for candidates standing in general wards.
Greerton community is represented in one ward.

FINANCIAL CONSIDERATIONS

101. The financial impact of a change in representation arrangements will need to be calculated once the changes are known. There is no impact on councillors’ remuneration as this is a pool set by the Remuneration Authority, regardless of the number of councillors, based on several factors including population and council assets. The establishment of one or more community boards would require resourcing to be scoped and a separate budget to be established.

Legal Implications / Risks

102. The Council must meet the statutory deadlines outlined in the LEA. The timeline adopted by the Council on 12 July 2021 sets out the process to meet these deadlines. The Council will undertake a robust process to arrive at a final proposal; however, there is always a risk that the LGC will overturn the Council’s final proposal as has occurred in the past.

Significance

103. The Local Government Act 2002 requires an assessment of the significance of matters, issues, proposals and decisions in this report against Council’s Significance and Engagement Policy. Council acknowledges that in some instances a matter, issue, proposal or decision may have a high degree of importance to individuals, groups, or agencies affected by the report.

104. In making this assessment, consideration has been given to the likely impact, and likely consequences for:

(a) the current and future social, economic, environmental, or cultural well-being of the district or region

(b) any persons who are likely to be particularly affected by, or interested in, the proposal.

105. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the proposal is of high significance.

ENGAGEMENT

106. Taking into consideration the above assessment, that the proposal is of high significance, officers are of the opinion that the following consultation is required under section 19H of the Local Electoral Act 2001.

· 3 September to 4 October 2021 – public submission period on initial proposal

Click here to view the TCC Significance and Engagement Policy

Next Steps

107. 18 October 2021 – Council meeting to hear public submissions.

108. 8 November 2021 – Council meeting to deliberate on public submissions and resolve final proposal.

109. 12 November 2021 – public notice of final proposal and appeal/objection period for a month.

110. 13 December 2021 – appeal/objection period ends and any appeals and objections are sent to the Local Government Commission by 15 December 2021.

Attachments

1. Representation Review Survey - Demographic information of respondents - A12780256 ⇩

2. Representation Review Survey - Summary of comments - A12780257 ⇩

3. Draft resolutions for representation review options - A12780305 ⇩

[1] Setting the Strategic Direction for the Long Term Plan, Agenda Item 8.2: Agenda TCC Policy Committee 16 June 2020

[2] Remuneration Review of Community Boards – April 2019 – paragraph 26 - available on the Remuneration Authority’s website - https://www.remauthority.govt.nz/assets/Uploads/review-community-board-remuneration.pdf

[3] Paragraphs 46-47 under the heading “The battle for the mayoralty never ended”. The report is available on TCC website

https://www.tauranga.govt.nz/council/about-your-council/review-and-observer-team


AGENDA Ordinary Council meeting Monday, 30 August 2021
I hereby give notice that an Ordinary Meeting of Council will be held on:
Date:	Monday, 30 August 2021
Time:	10.30am
Location:	Tauranga City Council By video conference
Please note that this meeting will be livestreamed and the recording will be publicly available on Tauranga City Council's website: www.tauranga.govt.nz.
Marty Grenfell Chief Executive

Chairperson	Commission Chair Anne Tolley
Members	Commissioner Shadrach Rolleston Commissioner Stephen Selwood Commissioner Bill Wasley
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	As required

· To ensure the effective and efficient governance of the City

· To enable leadership of the City including advocacy and facilitation on behalf of the community.

· Oversee the work of all committees and subcommittees.

· Exercise all non-delegable and non-delegated functions and powers of the Council.