Agenda of Ordinary Council Meeting - Monday, 3 October 2022

UNCONFIRMED Ordinary Council meeting Minutes

5 September 2022

MINUTES

Ordinary Council meeting

Monday, 5 September 2022

Order of Business

1 Opening karakia. 3

2 Apologies. 3

3 Public forum.. 3

3.1 Draft Strategic Framework consultation - Envirohub, Sustainable Bay of Plenty, Carole Gordon, John Robson. 3

4 Acceptance of late items. 6

5 Confidential business to be transferred into the open. 6

6 Change to the order of business. 6

7 Confirmation of minutes. 6

7.1 Minutes of the Council meeting held on 15 August 2022. 6

8 Declaration of conflicts of interest 7

9 Deputations, presentations, petitions. 7

Nil

10 Recommendations from other committees. 7

10.1 Recommendation from other Committees - Strategy, Finance and Risk Committee - 15 August 2022. 7

10.2 Recommendation from Wastewater Management Review Committee - appointment of Chairperson and adoption of revised Terms of Reference. 7

11 Business. 8

11.1 Strategic framework and draft strategies - consultation feedback. 8

11.3 2nd Links Avenue Trial Update. 9

11.4 Executive Report 10

11.2 Tauranga Moana Waterfront Plan. 11

11.4.1 Executive Report Continued. 13

11.5 Remuneration for Tangata Whenua and External Representatives on Council Committees. 13

11.6 Submission to Local Government Electoral Legislation Bill 14

11.7 Traffic & Parking Bylaw Amendment 39. 16

12 Discussion of late items. 16

13 Public excluded session. 16

13.1 Public Excluded Minutes of the Council meeting held on 15 August 2022. 17

13.2 Papamoa East Infrastructure Corridor Planning - Classification of Land for Divestment 17

13.3 Airport Precinct expansion plan. 17

13.4 Exemption to Open Competition - GIS Managed Service. 17

13.5 Exemption to Open Competition - Polymer Supply. 18

14 Closing karakia. 18

MINUTES OF Tauranga City Council

Ordinary Council meeting

HELD AT THE Bay of Plenty Regional Council Chambers, Regional House, 1 Elizabeth Street, Tauranga

ON Monday, 5 September 2022 AT 9.30am

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

IN ATTENDANCE: Marty Grenfell (Chief Executive), Paul Davidson (Chief Financial Officer), Barbara Dempsey (General Manager: Community Services), Nic Johansson (General Manager: Infrastructure), Christine Jones (General Manager: Strategy, Growth & Governance), Alastair McNeill (General Manager: Corporate Services), Steve Pearce (Acting General Manager: Regulatory and Compliance), Anne Blakeway (Manager: City Partnerships), Josh Logan (Team Leader: Corporate Planning), Anne Payne (Principal Strategic Advisor), Jeremy Boase (Manager: Strategy and Corporate Planning), Nick Chester (Inclusive Cities Advisor), Rebecca Scott (Principal Strategic Advisor), Sarah Stewart (Principal Strategic Advisor), Malcolm Smith (Senior Project Manager: Civic Development Projects), Mike Naude (Director of Civic Developments), Andy Vuong (Programme Manager: Cycle Plan Implementation), Stuart Goodman (Team Leader: Regulation Monitoring), Brendan Bisley (Director of Transport), Will Hyde, (Senior Transportation Engineer), Coral Hair (Manager: Democracy & Governance Services), Robyn Garrett (Team Leader: Governance Services), Sarah Drummond (Governance Advisor), Janie Storey (Governance Advisor)

1 Opening Karakia

Commissioner Shad Rolleston opened the meeting with a karakia.

2 Apologies

Nil

3 Public forum

3.1 Draft Strategic Framework consultation - Envirohub, Sustainable Bay of Plenty, Carole Gordon, John Robson

A copy of presentations by Mary Dillon, Glen Crowther and Carole Gordon for this item can be viewed on Tauranga City Council’s website in the Minutes attachments document for this council meeting

External Envirohub (Mary Dillon), Sustainable Bay of Plenty (Glen Crowther), Carole Gordon, John Robson

Mary Dillon - Envirohub

Key points

· Thanked the Council for the work done to date noting the environment strategy was in a good place.

· Items 7 and 8 in the document - There was a necessity for leadership to be displayed urgently and visibly in the community.

· Ms Dillon had no issues with the proposal to hold the documents and combine them with other documents, with references in the plan linking to other documents.

· Council was in the process of developing the Otūmoetai Spatial Plan but noted that an ecological strategy was missing.

· Ms Dillon referred the meeting to the Vancouver ecology strategy, noting that it was an ecological strategy that had been done as part of green infrastructure planning and noted that she wanted to see this in the Council’s plan, with the environment as a priority.

· Ms Dillon was concerned that Council would proceed with the Strategic Framework without being influenced by the Vancouver plan and considered that it would not be hard to do at Otūmoetai as some of the items noted were already there.

· Emphasised that the Otūmoetai spatial plan was a key document going forward and was an opportunity for Council to demonstrate that the words in the document were really meant and to show how it was done. Council must not let the opportunity for demonstrated leadership pass by when it was right at the doorstep.

In response to questions

· Commissioner Tolley noted that the Strategic framework needed to be confirmed as everything else hung off it. It would hopefully be completed before the end of the year and then time would be given to developing the inclusive and environmental strategies.

· It was agreed that an integrated approach to better protect and look after sensitive areas greening at the time of development, rather than as an afterthought, needed to be made to protect and look after sensitive areas and the way the city was developed. Planning exercises would take place next year for Mt Maunganui also.

Glen Crowther - Sustainable BOP

Key points

· It was good to see the strategic framework coming into place, support for the broad thrust and the environment being at the top level.

· However, it would counted for nothing unless a few key changes were made. UFTI and related plans needed to shift in order to deliver those outcomes.

· There was an opportunity to better align from a community perspective to understand what the Council was trying to do and how community could contribute.

· The vision - the phrase together we can was used by Vodafone, Environment Canterbury and others and had a clichéd response from many people. Mr Crowther noted the Wellington vision as a comparison which was far more explicit; having a similar statement upfront would establish what Tauranga was trying to do.

· Sustainable BOP’s view was along the lines of Tauranga being a sustainable, equitable, liveable city, and to be more explicit with the use of the together we can e.g. together we can protect and enhance our environment, celebrate diversity. Considered it did not work well when left hanging at the front as it could be tweaked to whatever people wanted.

· While fine with the whakatauki, he questioned the English translation and thought that moving forward while remembering the past could be interpreted as not really looking where you were going.

· Suggested the ideal vision with four matching pillars - community outcomes, a connected city, primary strategies and potentially strategic priorities. Considered the proposed strategic framework structure was too complex.

· Suggested wording change - a liveable city was a broader concept than an inclusive city. Considered there was a need to include equity and accessibility at the same level of importance as inclusivity and liveable seemed to capture that.

· Connected centre was already there, there was no point in separating out transport and urban development when the whole point of UFTI was to bring it together.

· There needed to be a community-led economic development plan as there had been no consultation on an economic plan for the city in last decade and that would provide a foundation for having a sustainable city.

Carole Gordon

Key points

· Proposed a new vision - Tauranga - a safe anchorage - as it was mana enhancing, told about Tauranga’s geography and urban planning, had many dimensions to it and no other place could have that mantra.

· The plan now needed stronger community ownership to create a liveable city to advance democratic inclusion and belonging, enhance the mana and leverage community participation to build trust and knowledge, understanding and growth.

· Needed more clarity and the documents appeared complex and convoluted.

· There was a need to be very precise on population data, what it looked like now, the process of changes occurring and where the city would be at in 2050 as each factor was different.

· There was a need for a reality check, as TCC was not addressing climate change and an ageing population, and not integrating technology very well as a smart city as these factors constantly had effects on the current geopolitical situation and pandemic influence. There should be more factoring of those influences into the plan as the future was dynamic, to create cohesiveness and resilience.

· Structural ageing – there would be more young Māori, more elders, more old than young, and more jobs than workers. Half of the population was young and the rest over 45.

· A lot of the under-five population was Māori which brought up the key points of healthy longevity and investment that came from elder wellbeing. This was a concept in global debates at present in all major agencies e.g. UN, WHO.

· UFTI talked about connected centres and hyper local neighbourhoods with reduced congestion, climate change factors, connectivity and amenity building, which had already started to be highlighted to be invested in. It was essential to support healthy longevity, as a social cohesion building block for that model.

John Robson

Key points

· Noted his experience and expertise in this strategic planning space.

· Agreed with the concerns expressed by Sustainable BOP regarding the use and translation of the whakatauki included in the proposed framework.

· History should not be an anchor to the past, looking backwards instead of looking forward. Looking forward was important to understand that the new world was different to the old world with new challenges.

· Together we can was not a vision. A vision was a picture of the future - considered Together we can was a meaningless jingle.

· Noted there had been talk about consultation but TCC seemed reticent when asked who the stakeholders were. Questioned who the “we” were - was it all of us?

· There was nothing special about Tauranga - TCC was a creature of statute like 66 others in NZ, so there was a need to be careful how to approach the project.

· Authenticity - together we can needed to be lived. If you were genuinely looking to change, you needed to do more than wrap it in fine words. The city has had years of fine words and delivering not much of real value, nothing sustainable or equitable. Need to make sure Council was authentic, actions matched words and the words resonated within the community. Did not consider Council was in that space yet.

· Expressed interest in being involved in management and action plans.

Attachments

1 Draft Strategic Framework consultation - Sustainable BOP Presentation

2 Draft Strategic Framework consultation - Envirohub

3 Draft Strategic Framework consultation - Carole Gordon Presentation

4 Acceptance of late items

Nil

5 Confidential business to be transferred into the open

Nil

6 Change to the order of business

Item 11.2 - The Tauranga Moana Waterfront Plan would be discussed at 11 am.

7 Confirmation of minutes

7.1 Minutes of the Council meeting held on 15 August 2022

Correction: Reference to the national grid on page 19 of the agenda should be “housing under the national grid”.

Resolution CO17/22/1

Moved: Commissioner Bill Wasley

Seconded: Commissioner Stephen Selwood

That, subject to the foregoing correction, the minutes of the Council meeting held on 15 August 2022 be confirmed as a true and correct record.

Carried

8 Declaration of conflicts of interest

Nil

9 Deputations, presentations, petitions

Nil

10 Recommendations from other committees

10.1 Recommendation from other Committees - Strategy, Finance and Risk Committee - 15 August 2022

Resolution CO17/22/2

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the Council:

(a) Adopts the recommendation of the Strategy Finance and Risk Committee and confirms the decision of 15 August 2022 to adopt the Waste Management and Minimisation Bylaw 2022 (Attachment 1), and that it come into force on 1 October 2022.

Carried

10.2 Recommendation from Wastewater Management Review Committee - appointment of Chairperson and adoption of revised Terms of Reference

Staff Coral Hair, Manager: Democracy and Governance Services

Resolution CO17/22/3

Moved: Commissioner Stephen Selwood

Seconded: Commissioner Bill Wasley

That the Council:

(a) Receives the report "Recommendation from Wastewater Management Review Committee - appointment of Chairperson and adoption of revised Terms of Reference".

(b) Appoints Ms Lara Burkhardt (Ngā Pōtiki) as the Chairperson of the Wastewater Management Review Committee.

(c) Agrees that the Chairperson and Deputy Chairperson of the Wastewater Management Review Committee alternate presiding of meetings.

(d) Adopts the amended terms of reference for the Wastewater Management Review Committee, as set out in Attachment 1.

Carried

11 Business

11.1 Strategic framework and draft strategies - consultation feedback

Staff Anne Payne, Principal Strategic Advisor

Jeremy Boase, Manager: Strategy and Corporate Planning

Key points

· In response to the public forum, staff prepared initial responses to submissions and no decisions were being asked of the Commissioners for the responses.

· Next steps for the project focus on the development of the action and investment plans to fill in the gaps in the current framework.

· The action and investment plans were not strategies, they were solid plans for delivering on the strategies as outlined.

· The framework that had been adopted would be built on where appropriate to align the strategic direction and draft strategies.

In response to questions

· The strategic framework was the crucial document under which everything else hung. It could be finalised before the end of the year, and the two strategies completed by February 2023. This would then allow a focus on the actions and how they would be achieved.

· A further recommendation (d) was included in the resolution requesting staff to report back with the revised framework.

· A further engagement process was in train between staff and submitters seeking an indication of how they wished to be involved with the development of the action and investment plans prior to them being brought to Council.

· The requests for more cycleways and walkways were included in the transport system plan programme which was linked to one of the action and investment plans. This would be made more visible in the framework.

Discussion points raised

· The framework had been picked up from the two previous councils, therefore there was no mandate for the Commissioners to make major changes to the outcomes.

· The common theme with submitters was turning strategy and ideas into action. The action and investment plans were the critical elements for expanding horizons to focus on carbon emissions, inclusivity and a vibrant city and to make sure the ideas and framework were imbedded in spatial plans. Need to put more effort into what the actions were and the investment as material actions were what would count.

· There was a need to recognise the amount of plans provided and the pressure this would have on community engagement, as the high number may be a cause for concern for those participating.

· Submitter 4’s comments on the use of word “beliefs” - Commissioners did not agree that beliefs could be dangerous, and suggested that intolerance of beliefs could be more dangerous. The word should remain in the plan.

· The phrase inclusive city came from previous community feedback and should not be changed to liveable city.

· Requested tangata whenua as well as mana whenua be included in the plan as a lot of Māori living in Tauranga were not from here, and need to consider that these groups would grow in the future.

Resolution CO17/22/4

Moved: Commission Chair Anne Tolley

Seconded: Commissioner Stephen Selwood

That the Council:

(a) Receives the Strategic framework and draft strategies – consultation feedback report, including the submissions contained in Attachment 1.

(b) Notes the initial recommended responses to the submissions.

(c) Approves the proposed next steps for the project, noting that two consultation documents will remain in draft, enabling further engagement and amendment, until supporting Action & Investment Plans are completed in early 2023.

(d) Requests that staff report back with the revised Strategic Framework (incorporating changes arising from submissions received) for adoption by Council this calendar year.

Carried

11.3 2nd Links Avenue Trial Update

A copy of the 2^nd Links Avenue Trial Update presentation can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this council meeting.

Staff Andy Vuong, Programme Manager: Cycle Plan Implementation

Stuart Goodman, Team Leader: Regulation Monitoring

Brendan Bisley, Director of Transport

Key points

· Update on data collected and feedback from the community.

· Differences in trial 1 and trial 2 noted the changes of traffic volume with drops in the use of Links Avenue, but Ocean Beach Road and Concord Avenue not picking up that difference.

· A change of behaviours noted with less trips seeming to be taken in the area, possible consolidating of trips and therefore travelling less.

· Travel time monitoring had also been conducted with morning traffic showing a drop of time into the city of around three minutes.

· Away from the city in the afternoon had more of an impact with consistency toward Papamoa.

· Survey results from those with driveways on Links Ave or having to travel on a route through Links Ave were similar to trial 1. Common themes for the area were major walking and biking improvements.

· The trial highlighted achieved outcomes and a behaviour shift with dropped volumes of traffic, with 2811 now being the average per day.

· The trial had shown that the wider network could take the extra traffic.

· Noted concerns for cyclists on Ocean Beach Road with cars parking on the side of the road, cyclists had to ride out onto the road and felt uncomfortable with large volumes of traffic beside them.

· Low cost changes were proposed on Gervin and Golf Roads to ease the flow of traffic with intersection changes to highlight the predominant traffic flow and the best way to keep a continuous movement of traffic flowing, rather than stopping and starting. They also provide clearways in the morning and evening peak to increase safety for cyclists.

In response to questions

· Staff would request Waka Kotahi to place counters on arterial roads to provide data on where the traffic had gone to. There was a permanent and noticeable change in the traffic flows within the past two weeks.

· The community and residents of Girvan and Golf Roads had been consulted regarding the purpose of the improvements and what outcomes were being achieved.

· Staff noted that they would investigate whether any of the reserve areas along Ocean Beach Road could be used for public parking as a means of getting parked cars off the roadway.

· A further report would be provided before the end of the year.

· No work had been started in any detail on the area north of Golf Road at this stage.

· New traffic signals had improved the safety for children going to school along Golf Road and more would be considered.

· All comments and feedback received from the survey would be provided to the Community Panel, and would also include the residents’ need to get their cars in and out of their driveways.

Discussion points raised

· The story that there was no net loss of carparks in the area needed to be clearly understood by residents as many would feel there were less carparks.

Resolution CO17/22/5

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the Council:

(a) Receives the report ‘2nd Links Avenue Trial Update’.

(b) Resolves that the current trial remain in place until the Community Panel comes to Council with their recommendations on a solution that can be implemented which achieves agreed outcomes to ensure the street remain safe.

Carried

Attachments

1 2nd Links Avenue Trail Update presentation

11.4 Executive Report

Staff Nic Johansson, General Manager: Infrastructure Services

Barbara Dempsey, General Manager: Community Services

Paul Davidson, Chief Financial Officer

Christine Jones, General Manager: Strategy, Growth & Governance

Alastair McNeil, General Manager: Corporate Services

Steve Pearce, Acting General Manager: Regulatory and Compliance

Key points

· Three Emergency Management staff had been deployed to the South Island to assist with their operations.

· The tenants at the Historic Village had requested that the upgrade work on the fire station be delayed and would now be completed by mid-September.

· The Customer Services cadet programme would commence once final approval of funds from Ministry of Social Development were to hand - four people would gain work experience for a year. Similar opportunities were being explored with the University of Waikato where the university had a complementary programme for scholarships in fields such as civil engineering where a practical project was in place to assist.

· Once resource consent was issued for the walkways along Marine Parade, signage advising of the project would be installed.

· Following on from the visit to the Christchurch and Selwyn libraries, a plan would be developed to share and display local taonga at the TCC libraries.

In response to questions

· The extent of infrastructure renewals verses investment to improve environmental outcomes would be considered in future reporting.

Discussion points raised

· Acknowledgement of the recent contractors function, the mood of the function and the feedback received was positive.

· It was important to encourage residents to come forward and share their local history stories from early Māori and Pakeha settlement, knowledge of trading etc so these could be captured, told and shared with the community.

· Great to see the visual display of photos and stories of the Orange Festival along Devonport Road and Willow Street and it was hoped that these would carry on.

11.2 Tauranga Moana Waterfront Plan

A copy of the Tauranga Moana Waterfront presentation and financial information which was tabled at the meeting can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this council meeting.

Staff Sarah Stewart, Principal Strategic Advisor

Malcolm Smith, Senior Project Manager: Civic Redevelopment Projects

Mike Naude, Director: Civic Developments

External Henry Carruthers - LandLab

Key points

· The project had been considered in various forms over the last 20 years and included a refresh and alignment with plans and engagement with mana whenua.

· Would enhance connections with the water front with a mix of commercial and recreational activities and stories of the past to become a destination city.

· The project included the area between the two bridges incorporating the marine and city centre synergies in three components - northern, central, southern.

· Northern area contained new carparking, the upgrade of Beacon Wharf, existing wharf and wharf shed, and removing carpark.

· Central area included events, the whare waka, a destination playground, central waterfront plaza and pier, the wharf at the end of Wharf Street and tidal stairs connecting to the urban plaza space.

· This freed up the southern area where there would be a realignment of the vehicle access further south from Wharf St to rationalise parking, a new park and events space.

· The sea wall, park and promenade all worked together, there would be improved access to the water, parks and playgrounds that would attract people to the waterfront. There would also be more planting, lawn space, play space and seating areas which would soften the area and enhance the marine ecology.

· A financial information report was tabled outlining the projects and funding.

· $84.2m was for approved projects within recreation reserve space with $61.3m from the Marine Facilities and Transport activity.

· Two major projects including the new wharf on the eastern side of cargo shed at $9m and the Strand South reserve from Wharf St south to the start of the new boardwalk of $7.5m needed to be costed in more detail. There were still unbudgeted costs which would be referred to the next annual plan or long term planning process.

In response to questions

· A report would be provided with full costing to a future meeting. A new resolution point (c) was included below.

· A further resolution (d) to support the pedestrianisation of Willow Street between Wharf and Hamilton Streets was also added.

· The next iteration of detail and costings was under way. The Dive Crescent carpark and cargo shed projects were underway and the next stage to be developed was the design for central stream reserve which should be available with revised costings by the end of the year.

· Discussions were ongoing with funders for opportunities to gain external funding.

Discussion points raised

· This was a major milestone that deserved to be celebrated. It would be widely welcomed across the community and be doing something for the city that would make a difference.

· Need to ensure adequate maintenance was put in place commensurate with the significance of the space to make sure it was looked after.

Resolution CO17/22/6

Moved: Commission Chair Anne Tolley

Seconded: Commissioner Bill Wasley

That the Council:

(a) Receives the report "Tauranga Moana Waterfront Plan".

(b) Adopts the Tauranga Moana Waterfront Plan (Attachment A) to guide the development of the city centre waterfront.

(c) Notes that a further report will be provided with full costing of budgeted and non-budgeted items and an implementation plan by the end of the year.

(d) Closes Willow Street between Wharf and Hamilton Streets to traffic, subject to the required legal processes being undertaken.

Carried

Attachments

1 Tauranga Moana Waterfront Plan Presentation

2 Tauranga Moana Waterfront Plan - Financial Information

At 11.31am the meeting adjourned.

At 11.43am the meeting reconvened

11.4.1 Executive Report Continued

Key points

· The vessel works were progressing well with the asbestos removal started last week.

· The media impact score was being driven up with environment and recreational reporting and a focus on storytelling and thinking differently about how to engage with the community.

· TCC was now able to sign documents digitally.

· Engagement occurred with over 200 16-17y olds at the recent Careers Expo.

· 87% of dogs were registered which was well ahead of other years.

· Building Services had 17 cadets, with the first being fully qualified by the end of the year.

· Willow Street building demolition works were completed six weeks ahead of schedule and a report would be provided on the recycled materials from the site.

Discussion points raised

· A query was raised as to whether any of the recent demolition sites across the city were suitable for temporary carparking until the new buildings were commenced.

Resolution CO17/22/7

Moved: Commissioner Bill Wasley

Seconded: Commissioner Stephen Selwood

That the Council:

(a) Receives the Executive Report.

Carried

11.5 Remuneration for Tangata Whenua and External Representatives on Council Committees

Staff Christine Jones, General Manager: Strategy, Growth & Governance

Resolution CO17/22/8

Moved: Commissioner Stephen Selwood

Seconded: Commissioner Bill Wasley

That the Council:

(a) Receives the report Remuneration for “Tangata Whenua and External Representatives on Council Committees”.

(b) Approves the remuneration of $26,950 per annum for the external members appointed to the Strategy, Finance and Risk Committee who have voting rights.

(c) Approves the remuneration of $14,500 per annum for Te Rangapū Mana Whenua o Tauranga Moana Chairperson appointed to the Strategy, Finance and Risk Committee.

(d) Approves the remuneration of $32,340 per annum for the Deputy Chairperson of the Strategy, Finance and Risk Committee.

(e) Approves the remuneration of $6,500 per annum for the Independent Chairperson of the Tangata Whenua/Tauranga City Council Committee.

(f) Approves the remuneration of $395 per meeting for Tangata Whenua members appointed to the Wastewater Management Review Committee.

(g) Approves the remuneration of $550 per meeting for the Tangata Whenua representative appointed to the Chairperson or Deputy Chairperson role on the Wastewater Management Review Committee.

(h) Confirms the current remuneration of $270 per meeting for the Tangata Whenua members appointed to the Tangata Whenua/Tauranga City Council Committee.

Carried

11.6 Submission to Local Government Electoral Legislation Bill

A copy of the tabled document Amended Submission to Local Government Electoral Legislation Bill can be viewed on Tauranga City Council’s website in the Minutes Attachments document for this council meeting.

Staff Coral Hair, Manager: Democracy & Governance Services

Key points

· A revised submission was tabled seeking clarification on the timing of representation reviews, as TCC was not currently within the three year cycle. This may also affect other Councils in the future.

Resolution CO17/22/9

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

That the Council:

(a) Receives the report “Submission to Local Government Electoral Legislation Bill”

(b) Approves the submission to the Governance and Administration Select Committee on the Local Government Electoral Legislation Bill in Attachment 1 with additional submission points tabled at the meeting summarised as:

(i) Support for the second stage of legislative change relating to Māori representation.

(ii) Support Taituarā’s submission to amend the proposed new section 19GA of the Local Electoral Act 2001 by deleting the phrase “in accordance with Part 6 of the Local Government Act 2002” and replacing it with “…in a way that gives effect to Section 82 of the Local Government Act 2002” to enable councils to tailor their engagement processes on Māori representation.

(iii) Approves the additional submission point to amend the proposed new Section 19(H)(2)(b) of the Local Electoral Act 2001 as follows:

“(b) on subsequent occasions, no later than 6 years after the end of the year in which the previous determination was made, except where the Minister of Local Government has exercised their power under sections 258I-J of the Local Government Act 2002, the determination will be made after 2 general elections.

Section 258I - Minister may postpone general election when appointing Commission

Section 258J – Timing of election following postponed election

(iv) Approves the additional submission points to amend the proposed new Section 19GA subsections (1) and (3) of the Local Electoral Act 2001 as follows:

(1) Subsection (2) applies if, for the previous 2 triennial general elections, or where the Minister of Local Government has exercised their power under section s258I-J of the Local Government Act 2022 for the previous 2 general elections, the district of a territorial authority or the region of a regional council was not divided into 1 or more Māori wards or Māori constituencies for electoral purposes.

(3) Subsection (4) applies if, for the previous 2 triennial general elections, or where the Minister of Local Government has exercised their power under sections 258I-J of the Local Government Act 2022 for the previous 2 general elections, the district of a territorial authority or the region of a regional council was divided into 1 or more Māori wards or Māori constituencies for electoral purposes.

(v) Support for a mandatory recount when election results are tied and subsequent changes to the sequence of council meetings after recounts.

(vi) Support for enabling all candidates to submit electronic nominations.

Carried

Attachments

1 Submission to Local Government Electoral Legislation Bill - amended resolutions

11.7 Traffic & Parking Bylaw Amendment 39

Staff Nic Johansson, General Manager: Infrastructure Services

Key points

· Vehicles parking on berms had caused a lot of damage this winter.

· There were parking and marking changes in the CBD resulting from the shifting of the bus interchange and the relocation of the library.

In response to questions

· Consideration was being given to whether the restriction on berm parking should be extended citywide.

· The number of people in one dwelling was increasing with the increased cost of housing.

Discussion points raised

· Places would also need to be provided where people could park so there would need to be a give and take allowance.

· There was an expectation by some in the private sector that public parking spaces would be provided where they were not provided privately.

Resolution CO17/22/10

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

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) Attachments as per Appendix B, relating to minor changes for general safety or amenity purposes, to become effective from 6 September 2022, subject to appropriate signs and road markings being implemented.

Carried

12 Discussion of late items

Nil

13 Public excluded session

Resolution to exclude the public

Resolution CO17/22/11

Moved: Commissioner Bill Wasley

Seconded: Commissioner Shadrach Rolleston

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 - Public Excluded Minutes of the Council meeting held on 15 August 2022	s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of deceased natural persons s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information s7(2)(i) - The withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	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
13.2 - Papamoa East Infrastructure Corridor Planning - Classification of Land for Divestment	s7(2)(g) - The withholding of the information is necessary to maintain legal professional privilege s7(2)(i) - The withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	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
13.3 - Airport Precinct expansion plan	s7(2)(i) - The withholding of the information is necessary to enable Council to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)	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
13.4 - Exemption to Open Competition - GIS Managed Service	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
13.5 - Exemption to Open Competition - Polymer Supply	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

14 Closing Karakia

The closing karakia was given by Commissioner Shad Rolleston.

The meeting closed at 12.27 pm.

The minutes of this meeting were confirmed as a true and correct record at the Ordinary Council meeting held on 3 October 2022.

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

CHAIRPERSON

Ordinary Council meeting Agenda

3 October 2022

11 Business

11.1 Council-Controlled Organisations' Draft and Final Annual Reports for 2021/2022

File Number: A13431552

Author: Sanjana France, CCO Specialist

Anne Blakeway, Manager: City Partnerships

Authoriser: Gareth Wallis, General Manager: City Development & Partnerships

Purpose of the Report

1. The purpose of this report is for the council-controlled organisations to provide their draft and final annual reports to Council regarding their financial and non-financial performance for the year 2021/2022.

Recommendations

That the Council:

(a) Receives the council-controlled organisations’ Draft and Final Annual Reports for 2021/2022 report.

(b) Receives Bay Venues Limited’s draft annual report on its performance for the year to 30 June 2022.

(c) Receives Bay of Plenty Local Authority Shared Services Limited’s draft annual report on its performance for the year to 30 June 2022.

(d) Receives Tauranga Art Gallery Trust’s report on its performance draft annual report on its performance for the year to 30 June 2022.

(e) Receives Tourism Bay of Plenty’s draft annual report on its performance for the year to 30 June 2022, noting that it was also provided to Western Bay of Plenty District Council as joint shareholder at their meeting on 15 September 2022.

(f) Receives the Local Government Funding Agency’s final annual report on its performance for the year to 30 June 2022.

Executive Summary

2. Tauranga City Council (TCC) has a number of council-controlled organisations who are required to provide their audited annual reports to Council regarding their financial and non-financial performance.

3. Due to the impact of COVID-19 on public entities, Audit NZ have had to re-prioritise their audits, with several of the council-controlled organisation audits being delayed this year. This means that draft annual reports for Bay Venues Limited (Bay Venues), Bay of Plenty Local Authority Shared Services Limited (BOPLASS), Tauranga Art Gallery Trust (TAGT), and Tourism Bay of Plenty (TBOP) are provided at this time. An audited annual report is provided for the Local Government Funding Agency (LGFA).

4. A summary of each council-controlled organisation’s performance against the financial and non-financial measures in their individual Statements of Intent is provided for Bay Venues, BOPLASS, TAGT, TBOP and the LGFA.

5. TBOP’s draft annual report was also provided to Western Bay of Plenty District Council as joint shareholder at their meeting on 15 September 2022.

Background

Requirement to report

6. In accordance with their statements of intent and the Local Government Act (2002), Bay Venues, TAGT, TBOP, and the LGFA are required to draft annual reports to Council within two months of the end of the financial year. The final audited annual reports are due to be provided to Council within three months of the end of the financial year (30 September 2022).

7. In accordance with its Statement of Intent and the Local Government Act (2002), BOPLASS is required to provide an audited annual report to Council within three months of the end of the financial year.

8. Bay Venues, TAGT, TBOP and BOPLASS are audited by Audit New Zealand and the LGFA is audited by KPMG.

9. Due to the ongoing impact of COVID-19 on public entities, Audit New Zealand have again had to re-prioritise, leading to the council-controlled organisation audits being delayed this year.

10. A legislative change on 5 August 2020 provides for council-controlled organisations, with a 30 June balance date, to extend their statutory reporting timeframe until 30 November 2022.

11. The table below outlines the date of receipt for the draft and final (audited) Annual Reports for TCC’s council-controlled organisations:

Council-controlled organisation	Draft Annual Report received	Final (audited) report due	Reference
Bay Venues Draft, unaudited Annual Report	19 Sept ‘22	30 Nov ‘22	Attachment 1
BOPLASS Draft, unaudited Annual Report	31 Aug ‘22	30 Nov ‘22	Attachment 2
TAGT Draft, unaudited Annual Report	1 Sept ‘22	30 Nov ‘22	Attachment 3
TBOP Draft, unaudited Annual Report	29 Aug ‘22	30 Nov ‘22	Attachment 4
LGFA Final, audited Annual Report Letter to Shareholders	29 Aug ‘22	31 Aug ‘22	Attachment 5 and Attachment 6

12. Annual reports are provided by the council-controlled organisations to Council as part of its role to ensure the council-controlled organisation’s performance is consistent with their Statements of Intent and other accountability documents.

13. As TBOP is a joint council-controlled organisation with Western Bay of Plenty District Council (WBOPDC), TBOP’s draft annual report was provided to their Council meeting for discussion on 15 September 2022.

14. Specifically, the Statements of Intent require that the annual reports include:

(i) Statement of Financial Performance (balance sheet);

(ii) Statement of Comprehensive Income (income statement);

(iii) Statement of Movements in Equity;

(iv) Statement of Cash Flows;

(v) Disclosure of related party transactions;

(vi) Notes to the Financial Statements; and

(vii) Such other statements as may be necessary to fairly reflect the financial position of the Company and its subsidiaries, the resources available to the Company and its subsidiaries and the financial results, of the operations of the Company and its subsidiaries.

15. The board of each council-controlled organisation is also required to provide a board report, including a summary of the financial results, a report of the operations, and a comparison of performance in relation to objectives.

16. All five draft and final Annual Reports have met the legislative and Statement of Intent requirements. Final copies of audited Annual Reports will be provided for each of the council-controlled organisations once received back from Audit New Zealand.

Bay Venues Limited (based on draft, unaudited report)

17. The draft unaudited Annual Report for the year to 30 June 2022 is provided at Attachment 1.

Summary of Financials

18. Bay Venues reported an EBITDA deficit of $2.9 million (against a breakeven budget) and an after-tax deficit of $4.08 million pre-revaluation, shown on page 10 of their report.

19. This was based on actual operational revenue of $23.9 million against a budgeted revenue of $31.6 million. A number of factors have driven this lower-than-expected revenue, notably COVID-19 related restrictions on business throughout the year, including an inability to host major events.

Summary of Statement of Intent Performance

The staff engagement survey performance measure is recorded as being currently on track and remaining so. The overall survey average for FY22 was 69%, up from 63% prior year. Due to a new survey platform being implemented, question categories differed to the previous year, which makes direct comparisons difficult.Bay Venues became a Living Wage employer to help attract and retain staff. Employee remuneration expenses (staff exceeding $100,000 at June 2022) are made available at note 29 on page 31. 22. The reporting year has seen a declining trend in the number of facility-related Health and Safety incidents from the previous year, with 19% less than the previous year.

23. Bay Venues’ customer experience survey received 1,598 survey responses. 1,445 rated their overall experience as Satisfied or Very Satisfied, equating to 90% of respondents. This was above the year’s target of 85% and on par with last year’s 90% result. 14 out of 16 (88%) actions from the FY22 Strategic Implementation Plan were completed.

Other comments

24. Pages 2-9 of the Annual Report contain a summary of the year’s results and highlights, noting Bay Venues’ 24 facilities were used by 1.5 million people during the year and seeing normal business resuming in the fourth quarter, following ongoing COVID-19 disruptions and impacts on the Events and Leisure industry.

25. Bay Venues was awarded the Recreation Aotearoa 2021 Aquatic Innovation Award for their ‘Keep Me Safe’ pool supervision rules, encouraging caregivers to take ownership of their child’s safety in and around the water. Since the campaign’s implementation in 2020, there has been a 38% decrease in wet rescues across all aquatic sites.

BOPLASS (based on draft, unaudited report)

26. The draft, unaudited Annual Report for the year to 30 June 2022 is provided at Attachment 2.

Summary of Financials

27. BOPLASS’ surplus after tax for 2021/22 was $6,244, lower than the previous year’s surplus of $15,970.

28. BOPLASS’ total equity for the 2021/22 year was $52,070, which is an increase on the 2020/21 equity of $45,826. The calculation of equity ratio for 2022 was 4.32%, higher than the 2021 ratio of 3.07%.

Summary of Statement of Intent performance

29. BOPLASS’s Annual Report states eleven out of twelve Statement of Intent targets were achieved. The target not achieved was holding formal meetings with all council executive teams at least once during the year, due to staff absences, travel restrictions, and increased workloads. A table outlining the targets and providing commentary on BOPLASS’ performance against each item is provided on pages 7-19 of the draft Annual Report.

30. BOPLASS continued to focus on joint procurement opportunities and benefits from inter-regional collaboration to facilitate savings and add value through shared coordination.

31. Notable highlights include:

· Through managing tenders for several of the larger contracts and negotiating supplier terms and conditions, substantial cost savings were achieved, along with improved service delivery. Some of the procurement highlights this year have been:

- Mail services

- Courier services

- Rapid Antigen Test purchasing (which resulted in heavily reduced pricing, discounted shipping, and priority service)

- Staff wellbeing platform

- Infrastructure insurance

- Cyber insurance

- Aerial imagery

· BOPLASS established a preferred supplier agreement for a collective staff wellbeing portal, offering support to staff and their families during and after COVID-19 impacts.

· Following an extensive tender process, BOPLASS has entered a collective agreement for mail services with DX Mail, providing savings and improved service levels for BOPLASS, CoLAB and Manawatū-Whanganui Local Authority Shared Services (MWLASS) councils.

· The appointment of a courier services provider has also been undertaken this year on behalf of BOPLASS, Co-LAB and MWLASS councils, with savings achieved for all councils through the appointment of NZ Couriers as our preferred provider.

Other comments

32. Maintaining full insurance cover for all councils on the BOPLASS insurance programme continues to be a significant challenge as insurers become more demanding in their requirements. BOPLASS relies on councils continuing to demonstrate strong risk management practices to maintain the programme.

33. The Annual Report financial statements were prepared on the assumption that any COVID-19 impacts on BOPLASS are minimal and the company will continue to operate.

Tauranga Art Gallery Trust (based on draft, unaudited report)

34. The draft unaudited TAGT Annual Report for the year to 30 June 2022 is provided at Attachment 3.

Summary of Financials

35. For the 2021/22 period, the total revenue was $1,525,834 (compared to $1,292,988 last year). Expenses were $1,492,417 (compared to $1,308,065 in 2020/2021), resulting in a surplus for the year of $33,417 (after depreciation).

36. The Gallery secured 21% of its 2021/22 funding from sources other than Tauranga City Council, and a Business Development Manager was appointed for new revenue generating activities.

37. Note 18 on page 50 addresses variances to the budget and shows several revenue decreases, including a decrease overall ($10,370) in non-government grants, sponsorship and donations due to the impact of impact of COVID-19. This decrease is less than the one experienced in the 2020/21 financial year.

38. The Gallery achieved 70% of its visitor target, which was a reduction of 34% on the previous year. Contributing factors include the impacts of the COVID-19 lockdown, cancelled inner-city events, such as the Jazz Festival and Tauranga Arts Festival, and cancelled Education programmes.

39. Some of TAGT’s expenses were lower than budgeted, for example volunteer and employee related costs, advertising campaigns, building expenses, education, venue hire, event and exhibition expenses.

40. TAGT’s assets are worth $1,469,651. This takes into consideration non-current assets (property, plant and equipment) of $13,728,507, total assets of $15,198,157 and liabilities of $297,729.

41. Long term budget and financial stability is noted as a key focus with some challenges presented.

Summary of Statement of Intent performance

42. TAGT programmes welcomed a total of 101,503 visitors, including 27,814 gallery visits, (down from 42,019 visitors in the previous financial year), 53,858 offsite project visits and 19,831 visits to touring exhibitions.

43. Education programmes had 7,367 participants (close to the target of 7,500), including 35 different schools being involved. In addition, 137 people from community groups, adult, tertiary and early childhood groups participated in programmes.

44. Shannon Novak’s far-reaching exhibition engaged over 50,000 people in high-exposure sites across the city, raising awareness and building relationships with the Rainbow Community.

45. Despite being faced with periods of closure, interruption and staffing challenges over 2021/22, TAGT successfully kept doors open and delivered 18 exhibitions, showcasing 40 Bay of Plenty artists, 13 events, three major commissions including a major sculpture by Tauranga artist Darcell Apelu, alongside other solo exhibitions and projects. This was a decrease of six exhibitions compared to 2020/21.

46. TAGT’s customer satisfaction survey response showed 77% of 1,541 surveyed visitors were highly satisfied and a further 20% of those surveyed provided positive feedback.

Other comments

47. A cost benefit analysis report was completed by Fresh Info and their research allows the Gallery to better express the value of their activities to Tauranga City. It showed the Gallery returns $1.20 of value to every $1 received. The next step is to utilise these metrics as a base for increasing benefits to residents, the city, and local, national and international artists.

48. As a result of COVID-19, the number of visitors taking part in Gallery art programmes were less than previous years. With the borders remaining closed until 2021/2022, visitation targets were accordingly conservative.

49. The Gallery invested in new tools to monitor and improve staff culture, and wellbeing policies were developed with full staff participation. The living wage was also achieved for all staff.

Tourism Bay of Plenty (based on draft, unaudited report)

50. TBOP’s draft unaudited Annual Report for the year to 30 June 2022 is provided at Attachment 4.

· Income and expenses down on budget due to Ministry of Business Innovation and Employment funding being deferred and unfilled vacancies led to a 3% surplus.

· Regional Events Fund – four successful events were held including Polo in the Bay, Mount Festival of Multisport, Stand-Up Paddleboarding Nationals and the Flavours of Plenty festival. There are 11 more regional events funded over the next two years, including those rescheduled due to COVID-19.

· Coastal Bay of Plenty was NZ’s fourth largest visitor ahead of Waikato and Queenstown, and it achieved 86% Domestic Visitor Satisfaction.

· Delivery areas not met – ten out of 33 measures were not achieved due to a mixture of COVID impacts, the measure no longer being applicable, staff changes and vacancies, and TBOP’s waste footprint having increased.

· TBOP’s overall highlights included the Favours of Plenty inaugural festival, which attracted around 1800 people including around 13% from outside the region. It created a positive brand identity, provided media coverage and local business collaboration opportunities.

· Wayfinding activities and infrastructure initiatives in progress to aid regional storytelling, and collaboration with Māori.

· TBOP successfully promoted the region’s stories through engaging public relations and wide media coverage to attract domestic tourists.

· TBOP’s destination management – in the ‘Survive and Revive’ stage of this plan, the COVID-19 Pandemic provided unique environment for supporting and upskilling local tourism operators.

51. Approach to governance includes:

· Developing a plan for TBOP to apply best practice principles relating to the Local Government Transparency Framework.

Local Government Funding Agency (based on final, audited report)

52. The audited Local Government Funding Agency (LGFA) Annual Report for the year to 30 June 2022 is provided as Attachment 5. A cover letter to shareholders is provided as Attachment 6.

Summary of Financials

53. LGFA has delivered an increased Net Operating Profit of $10.7 million for the year ending 30 June 2022 (compared to $12 million in 2020/21) and shareholder equity now at $104.6 million. 75 out of a total of 78 councils are now approved borrowers.

54. LGFA bonds on issue as of 30 June 2022 were $16,075 billion across maturities from 2022 to 2037.

55. Lending to councils during the 2021/22 year was at a new record $3.3 billion.

56. LGFA declared a dividend of 4.87% (compared to the previous year of 3.43%). This represents a payment of $90,873 to Council, which was received on 2 September 2022.

Summary of Performance

57. Key performance indicators required LGFA to provide interest cost savings relative to alternative sources of financing. LGFA has continued to borrow at very competitive interest rates relative to its market equivalent borrowers - see graph below.

Source: LGFA (SSA are AAA rated Supranational, Sovereign and Agency)

58. In February 2021, Standard and Poors’ upgraded LGFA’s ratings to AA+ foreign currency and AAA local currency. Both ratings are on ‘stable’ outlook and the same as the NZ Government. There is no further change to LGFA’s rating this year.

59. Two performance targets were missed:

· LGFA total operating income for the period to 30 June 2022 will be greater than $19.1 million. Actual result: $18.6 million.

· Annual issuance and operating expenses (excluding Approved Issuer Levy – AIL) will be less than $7.2 million. Actual result: $7.2 million.

Strategic / Statutory Context

60. The Local Government Act 2002 requires council-controlled organisations to provide audited annual reports to their shareholders. The annual reports are helpful when developing Council’s Letters of Expectation for its council-controlled organisations for the following year.

61. Council’s partnerships with its council-controlled organisations help deliver our community outcomes and facilitate improved quality of life, quality of economy and sound city foundations.

Options Analysis

62. There are no options as Council is only receiving the 2021/22 draft and final Annual Reports for the council-controlled organisations.

Financial Considerations

63. The financial considerations are outlined in the main body of the report and attachments.

Legal Implications / Risks

64. The Annual Reports meet the legislative requirements for the council-controlled organisations to provide Council with an overview of performance against their Statements of Intent on both financial and non-financial measures.

Consultation / Engagement

65. No consultation or engagement is required or planned.

Significance

66. 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.

67. 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 matter; and

68. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the decision is of low significance.

ENGAGEMENT

69. Taking into consideration the above assessment, that the issue is of low significance, officers are of the opinion that no further engagement is required prior to Council making a decision.

Next Steps

70. The council-controlled organisations will be informed of Council’s consideration of this paper.

71. Final copies of audited Annual Reports will be provided by Bay Venues, BOPLASS, TAGT and TBOP by the extended statutory reporting timeframe of 30 November 2022.

72. Any issues raised will be considered during the upcoming development of the annual Letters of Expectation for the 2023-2026 Statements of Intent, which will be presented to Council for approval in December 2022.

Attachments

1. Bay Venues Annual Report 2021/22 (draft unaudited) - A13968701 (Separate Attachments 1)

2. Bay of Plenty Local Authority Shared Services Annual Report 2021/22 (draft unaudited) - A13888409 (Separate Attachments 1)

3. Tauranga Art Gallery Annual Report 2021/22 (draft unaudited) - A13890991 (Separate Attachments 1)

4. Tourism Bay of Plenty Annual Report 2021/22 (draft unaudited) - A13884163 (Separate Attachments 1)

5. LGFA Annual Report 2021/22 (final audited) - A13884900 (Separate Attachments 1)

6. LGFA Letter to shareholders 2021/22 - A13884218 (Separate Attachments 1)

Ordinary Council meeting Agenda

3 October 2022

11.2 Proposal to establish a Council Controlled Organisation for Site A of the Civic Precinct - consultation feedback

File Number: A13869085

Author: Phil Kai Fong, Team Leader: Strategic Property

Authoriser: Gareth Wallis, General Manager: City Development & Partnerships

Purpose of the Report

1. Tauranga City Council recently asked for community input on a proposal to establish a new council controlled organisation with Otamataha Trust. The purpose of the CCO proposed is to own the land referred to as Site A of the Civic Precinct, to restore mana of the whenua to hapū and iwi, and provide certainty for the future development and use of the land to the community.

2. This report provides a summary of feedback received from the consultation phase.

Recommendations

That the Council:

(a) Receives the report "Proposal to establish a Council Controlled Organisation for Site A of the Civic Precinct - consultation feedback".

(b) Considers the feedback received through the public consultation process.

(c) Approves the establishment of a council controlled organisation for Site A of the Civic Precinct with Otamataha Trust (Option 1) with the following proposed structure and arrangements:

· Transfer of the land to the council controlled organisation for a nominal sale price of $1.00 and subject to a perpetual peppercorn ground lease back to Council; and

· Council retains ownership of any improvements on the land and is entitled to develop and construct further improvements on the land.

(d) Requests that staff proceed with finalising arrangements to establish a council controlled organisation and notes that a further report to appoint Trustees for the new council controlled organisation charitable trust will be available to Council before the end of year.

Background

3. At the Council meeting of 27 June 2022, Council adopted the Long-term Plan Amendment 2021-2031, which approved a $303 million investment in developing the city centre over the next eight years through the Civic Precinct Masterplan – Te Manawataki o Te Papa. This will include facilities such as a Civic Whare, Museum, Library and Community Hub, and an Exhibition/Events space.

4. Site A of the Civic Precinct, being the Council-owned site bounded by Willow, Hamilton, Wharf and Durham Streets (refer to map), is culturally significant to mana whenua of Tauranga Moana, particularly Ngāi Tamarāwaho, Ngāti Tapu and Te Materāwaho, as represented by the Otamataha Trust (the Trust).

5. There is a long and complex history associated with the site, with unresolved grievances associated with the land. Council wishes to ensure that Te Manawataki o Te Papa development respects and reflects the significant history and importance of the area to mana whenua. The relationship with mana whenua is pivotal to the success of many of the benefits and outcomes to be realised on the Civic Precinct site (including Site A).

6. To achieve this, an Accord has been developed and signed by the Trust and Council. This is an initial step to record the collaborative partnership approach, and the intention to work together towards a solution for Site A. The Accord sets out the parties’ aspirations for partnership and joint ownership of the land underlying the development.

7. On 25 July 2022, Council considered a report that explored options to give effect to the aspirations contained in the Accord (Te Manawataki o Te Papa – securing land for future generations and ongoing community use). At this meeting, Council resolved to consult on options with the public regarding partnership approaches with Otamataha Trust in relation to Site A of the Civic Precinct.

8. In addition, Council decided that the preferred option for consultation purposes was co-ownership of the land referred to as ‘Site A’ of the Civic Precinct with Otamataha Trust, through the establishment of a council controlled organisation (CCO), with the following proposed structure and arrangements:

· Transfer of the land to the CCO for a nominal sale price of $1.00 and subject to a perpetual peppercorn ground lease^{^[1]}back to Council; and

· Council retains ownership of any improvements on the land and is entitled to develop and construct further improvements on the land.

9. Further background information, including historical and property context can be found in the 25 July 2022 report.

summary – consultation feedback

10. Public consultation on the proposal to establish a new CCO was carried out from 24 August to 6 September 2022.

11. A consultation proposal document (refer Attachment 1) outlining the proposal, the history, the benefits, costs, and how a CCO would work was available to inform those who wished to provide feedback. People were asked to provide general comments and the reasons behind their comments – “tell us what you think” and “tell us why”.

12. In total, 73 responses were received on the proposal to establish a CCO. Sixty were from individuals and 13 from the following organisations:

· Abundant Life Community Church

· Citizens Advocacy Tauranga

· Holland Beckett

· Holland Beckett Law

· Hungahungatoroa 1B1A Land Trust

· Hungahungatoroa 1B2B Trust

· Hungahungatoroa Marae

· Mahiwahine 2B Trust

· Matakana Island Hapu

· Ngāi Tukairangi Hapū Trust

· Ngāi Tukairangi Trust

· Ngāti Tapu Hapu

· Tauranga Moana Marriages Trust

13. Out of the 60 individuals that responded:

· 23 identified as female and 32 as male (five did not respond).

· 24 identified as New Zealand European, 12 as Māori, one as Asian with the remainder of respondents not providing ethnicity details.

· 40 individuals did not indicate their age and the remaining 33 were mostly aged over 35 years, with nearly half (15) of respondents aged over 65 years.

14. Council received 22 late comments that were accepted up until 14 September 2022. These are included in the summary table below and in the discussion relating to key themes.

Responses received from the community on the CCO proposal		number	%
On-time	Support	30	41
	Support but not in current form	4	6
	Oppose	16	22
	Out of scope	1	1
Late	Support	20	27
	Support but not in current form	2	3
	Oppose	0	0
	Out of scope	0	0
Total	Support	50	68
	Support but not in current form	6	9
	Oppose	16	22
	Out of scope	1	1
	TOTAL	73	100%

15. All responses can be read in full as Attachment 2 to this report^{^[2]}.

Key themes from feedback

16. Out of the 73 respondents, 50 were in support of the proposal, 16 opposed the proposal, six did not support the proposal in its current form, and one did not provide feedback on the proposal but supported Te Manawataki o Te Papa development.

17. Support for the CCO proposal

Out of the 50 respondents who were in general support, common reasons provided included that the proposal:

· will restore the mana and dignity of mana whenua to the site

· will restore trust between mana whenua and Council

· aligns with the principles of Te Tiriti o Waitangi

· reconciles historical grievances and resolves the breaking of the original contractual arrangements

· will benefit all communities within Tauranga

· is “about time” and the “right thing to do”.

18. Financial impacts on ratepayers

Financial considerations and negative impacts on ratepayers were issues raised by some respondents, including:

· costs associated with establishing and operating the Trust

· cost of the lease, with some suggesting the land should be leased at commercial rates (not peppercorn lease)

· loss of an asset to the community

· the ability to get rates revenue from landowners

· that co-owners should pay for the upkeep of buildings on the land

· that the land should be sold or kept but not co-owned.

19. Please refer to the ‘Financial Considerations’ section for information on costs associated with the proposal.

20. Disagree with co-ownership of land

Some respondents felt that the land should be gifted back to mana whenua with ‘no strings attached’. In contrast, a small group of respondents disagreed that the land should be returned to mana whenua as there is no obligation under Te Tiriti o Waitangi to do so.

21. Not democratically elected Council

Four respondents opposed the proposal as the current Council is not democratically elected, with three respondents calling for a referendum on this issue.

22. Inadequate consultation

Another issue raised by some respondents related to a perception of inadequate consultation on the proposal. Comments included that there was a short timeframe to respond, that it was on-line only, there was little awareness of the proposal, and that there was a lack of detail provided. Please refer to the ‘Consultation/Engagement’ section below for details on the methods used to engage the community on the proposal.

23. Outside scope of proposal

Targeted feedback focusing on elements outside of the proposal’s scope was received from one respondent. This included a list of projects such as a new carpark next to Baycourt, a new movie cinema, a tenpin bowling centre, along with a variety of projects in Welcome Bay.

24. Exclusion of Ngāi Tukairangi hapū from Otamataha Trust

Those who supported the proposal but not in its current form were received from the following six groups:

· Ngāi Tukairangi Hapū Trust

· Hungahungatoroa Marae

· Ngāi Tukairangi Trust

· Hungahungatoroa 1B2B Trust

· Hungahungatoroa 1B1A Land Trust

· Mahiwahine 2B Trust.

25. Although these groups support Council’s intention to consider historical land grievances through the establishment of a CCO, respondents highlighted that they have been excluded from the conversation, future decision making, and governance on the civic precinct site. One group perceived the proposal as giving the three hapū represented by the Trust an “elevated status of authority on matters pertaining to Te Papa”. These groups strongly request to be included in ongoing conversations and governance arrangements of Te Manawataki o Te Papa Charitable Trust. It should be noted that all groups are connected with Ngāi Tukairangi Hapū Trust (Ngāi Tukairangi), and that Ngāi Tukairangi is exploring other mechanisms to address this issue.

Discussion

26. The position of Ngāi Tukairangi is respected, but in this case, the interests of Ngāi Tukairangi can be recognised and provided for through the Otamataha Trust. That was confirmed in the Māori Affairs Committee (2014) report on the New Zealand Mission Trust Board (Otamataha) Empowering Bill. The Committee considered the inclusion of Ngāi Tukairangi as a third hapū beneficiary of the Otamataha Trust when transferring land and other property from the New Zealand Mission Trust to the Otamataha Trust. The Committee did not consider that amendment to be necessary as Ngāi Tukairangi members benefit from the Otamataha Trust through their whakapapa links to the historical hapū of Te Materawaho, whose connections to the land are recognised in the Otamataha Trust deed.

Options Analysis

27. The option analysis below considers two options relating to the establishment of a CCO Charitable Trust, taking into account community perceptions on the proposal.

Option 1 (RECOMMENDED)

28. Council proceeds with establishing a CCO Charitable Trust with Otamataha Trust for Site A of the Civic Precinct.

Advantages	Disadvantages
· Aligns with majority of public feedback on the proposal. · Secures the land for future generations. · Long-term certainty for the community in terms of public access and use. · Restores mana of the whenua to Ngāti Tapu, Te Materawaho and Ngāi Tamarawaho. · Mana whenua reunited with whenua, resulting in significant cultural wellbeing impacts, including strengthening identity through connections to whakapapa and providing a place to stand as Māori. · Relationships strengthened between Council and hapū, and between hapū and the community. · Reduces the possibility of a Waitangi Tribunal claim, or other action such as further protest or occupation. · Aligns with the principles of Te Tiriti o Waitangi. · Provides confidence that Council can move forward and implement the Masterplan, providing significant cultural, educational, social and economic benefits to the community as a whole, avoiding potential risks and delays.	· Potentially excludes Ngāi Tukairangi from future conversations and governance arrangements. · Potential tension between objectives and/or aspirations of Council and hapū, and/or between different hapū represented by Otamataha Trust. · A small sector of the community may disagree with co-ownership of land. · Additional ongoing costs (e.g. the costs of annual audit estimated $10K).
Key risks
· Community and legal – Ngāi Tukairangi do not feel adequately acknowledged within Otamataha Trust. Excluding Ngāi Tukairangi from future conversations may result in formal proceedings being initiated. · Community – consultation indicates that there is a small portion of community members that strongly disagree with this approach, potentially causing divisions within the community and negatively impacting mana whenua. · Community and consultation – some respondents consider that the consultation timelines were inadequate. It should be noted that late comments were accepted up to 14 September 2022.

Option 2 (NOT RECOMMENDED)

29. Council does not proceed with establishing a CCO Charitable Trust for Site A of the Civic Precinct.

Advantages	Disadvantages
· Avoidance of potential negative sentiment from a small sector of community.	· Significant negative cultural impacts on mana whenua, (particularly Otamataha Trust), who have continuously tried to reconnect with this whenua over an extended period of time. · Missed opportunity to reconcile longstanding differences between Council and mana whenua. · Acknowledgements and visibility of mana whenua may be seen as token. · Mana whenua aspirations, as outlined in the Accord, are not realised leading to perceptions of marginalisation and discontent. · Harm to longer term relationships with iwi and hapū. · Costs and time associated with potential litigation. · Uncertainty and development confidence issues.
Key risks
· Reputational and legal – this option does not address the unresolved grievances associated with the land and therefore does not meet hapū aspirations in relation to land ownership of Site A of the Civic Precinct, impacting negatively on Council’s relationship with mana whenua, and increasing the likelihood of a potential legal claim being commenced by Otamataha Trust. · Reputational and financial – commencement of a claim, protest or occupation would cause timing and financial issues for the development project and relationships with development partners, as well as for longer-term Council and community relationships with iwi and hapū. · Community – consultation indicates that many community members strongly agree with the proposal to establish a CCO. A decision not to proceed may be perceived negatively by both the general community and mana whenua.

Discussion

30. Following community consultation, it is recommended that Council proceeds with establishing a CCO Charitable Trust for Site A of the Civic Precinct (Option1).

31. This option provides a considerable step forward to formally recognising the long-standing grievances associated with Site A, and provides certainty for how the land will be owned and used in the future so that everyone in the community can benefit.

32. A new CCO Te Manawataki o Te Papa Charitable Trust would be created, with the Council and Otamataha Trust each appointing 50 percent of the trustees to the Trust. Ownership of the land at Site A, excluding buildings and any improvements, would change from being owned by Council to being owned by the CCO Charitable Trust. Council would continue to own all buildings and any improvements on the land at Site A, both now and in the future. Redevelopment plans for the land through the Civic Precinct Masterplan – Te Manawataki o Te Papa will continue as planned. Council will be responsible for day-to-day operation of the services and activities on the land, and public access to the land and buildings will be preserved.

33. Option 1 has a minimal cost to ratepayers (refer Financial Considerations).

Financial Considerations

34. The financial considerations relevant to this matter will be legal costs associated with land ownership. It is intended that the transfer of land to the CCO would be for a nominal sale price ($1) and would be subject to a peppercorn ground lease back to Council ($1).

35. There are a number of financial implications of the proposed transactions with the land in question currently being revalued. The current book value is approximately $16 million. A transfer of the asset at less than the book value would be recognised in the accounts of the Council, primarily through the revaluation reserve.

36. A below market lease arrangement would also come under new accounting standards for leases applying to public sector entities from next year. These considerations mean that further work is required to determine the preferred detail of transactional arrangements.

37. Civic and public amenities are planned on this land so there is unlikely to be a profitable net financial return from the activities involved.

38. There would be an additional audit fee required for the audit of the CCO. This is estimated as $10K annually.

Legal Implications / Risks

39. As outlined in the previous report (25 July 2022), there are a number of legal implications to consider in relation to the establishment of a CCO Charitable Trust, including matters under the Reserves Act 1977, the Public Works Act 1981, and the Local Government Act 2002. If Council decides to proceed with the establishment of a CCO Charitable Trust, Council staff will continue to work through any required processes.

40. Council will also continue to work closely with Otamataha Trust on finalising the Trust Deed.

41. For key risks, please refer to the ‘Option Analysis’ section above.

Consultation / Engagement

42. As required under section 56 of the Local Government Act 2002, Council has consulted anyone who will or may be affected by, or have an interest in, the establishment of the CCO Charitable Trust. Council encouraged interested members of the community to provide their views on the proposed new CCO through the following:

· A media release sent out on the day that consultation opened (24 August 2022).

· A consultation proposal document was available on our website and in hard copy at community locations, such as our Customer Service Centre and Libraries.

· Presence on the Council website for the duration of the consultation period. This included links on the website Homepage and the ‘Projects and Open Consultations’ page, directing people to the consultation proposal document and encouraging them to provide feedback.

· Advertising in the Bay of Plenty Times (print and online).

· Editorial coverage on Sun Live.

· Q&A interview formats on Moana Radio.

· LinkedIn social media post.

43. In addition, there has been considerable engagement with Otamataha Trust in relation to a future partnership approach to co-ownership of Site A of the Civic Precinct land. This is evident through the non-binding Accord and involvement in the development of the consultation material (Attachment 1).

Significance

44. 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.

45. 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 decision.

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

ENGAGEMENT

47. As required under section 56 of the Local Government Act 2002, Council has consulted anyone who will or may be affected by, or have an interest in, the establishment of the CCO Charitable Trust.

48. Taking into consideration the above assessment, that the decision is of high significance, officers are of the opinion that no further engagement is required prior to Council making a decision.

Next Steps

49. If Council decides to proceed with the proposal to establish a CCO Charitable Trust, the next steps are to:

· Proceed with finalising arrangements to establish a new CCO ‘Te Manawataki o Te Papa Charitable Trust’.

· Develop a process to appoint Trustees to Te Manawataki o Te Papa Charitable Trust, with the Council and Otamataha Trust each appointing 50 percent of the trustees to the Trust.

· Report back to Council before the end of year to appoint Council’s Trustees to ‘Te Manawataki o Te Papa Charitable Trust’.

Attachments

1. Online consultation document - August 2022 - FINAL VERSION - A13910690 ⇩

2. Verbatim Comments with names redacted - A14045316 ⇩

Ordinary Council meeting Agenda

3 October 2022

11.3 Executive Report

File Number: A13891014

Author: Nic Johansson, General Manager: Infrastructure

Barbara Dempsey, General Manager: Community Services

Paul Davidson, Chief Financial Officer

Christine Jones, General Manager: Strategy, Growth & Governance

Alastair McNeil, General Manager: Corporate Services

Gareth Wallis, General Manager: City Development & Partnerships

Sarah Omundsen, General Manager: Regulatory and Compliance

Authoriser: Marty Grenfell, Chief Executive

Purpose of the Report

1. This report provides updates on key Council projects and activities.

Recommendations

That the Council:

(a) Receives the report "Executive Report";

(b) Approves the total overspend of $603,000 for the Tauranga Domain Grandstand project; and

Infrastructure

Tauranga Harbour Bridge wastewater pipeline maintenance

2. Every few years, the operations team shuts down all flows from the Chapel Street waste water treatment plant (WWTP) so that they can do essential maintenance on the pipeline that runs across the Tauranga Harbour Bridge. To get treated effluent from Chapel Street to the Te Maunga WWTP, a pipeline passes through the box girder section of the harbour bridge. The bridge itself expands and contracts in different temperatures and loads, so the pipeline has flexible couplings (bellows) at each end of the bridge, in the narrow bridge abutments. The rubber of these bellows deteriorates over time and loses its flexibility, so the bellows need to be replaced approximately every 10 years. The operations team shuts down all flows from Chapel Street and they drain the harbour bridge pipe. This is done at night when flows are lower. The new bellows are compressed in a concertina manner and then installed between the bridge and land sections. The photos below were taken earlier this month and show the pipeline section where the bellows were inserted and the team preparing to install the new bellows on the Chapel Street side of the bridge. Work started at 9pm and was completed at 4am the next morning. This process will be repeated for the bellows on the Mount Maunganui side of the bridge in near future.

Water renewal contract

3. We are coming to the end of the first year of a new type of water pipe renewal contract, which spans across a five-year period, moving away from the traditional one-year model. Year 1 started in September 2021 and included works in Tauranga South, Matua, Judea, and Mount Maunganui. The total value of the works for Year 1 is approximately $2.8M and involved the renewal of approximately 8km of mostly aging asbestos cement pipes in those areas. Engagement with all stakeholders is continuous throughout the contract. Special care is taken regarding archaeological findings, tree management and traffic management. It has been a challenging year, due to the ongoing impact of Covid alongside supply chain and staffing challenges, but we are seeing these issues becoming less pronounced as we move into Year 2. The Year 2 scope and cost negotiations are currently being finalised with the contractor, with an anticipated start in October. Pipe replacement works will be happening in the areas of Matua/Ōtūmoetai and Greerton, with a similar scope to Year 1. That will result in some disruption to traffic in specific areas, from time to time, and this will be well-communicated in advance.

Corporate Sustainability Plan

4. Work has begun on a Corporate Sustainability Plan with updated goals, targets and actions which will inform how Tauranga City Council becomes a more sustainable organisation in the years to come.

5. The main outcomes the plan will cover include:

(a) Greenhouse gas emissions reduction across Council operations

(b) Risk resilience across Council operations

6. We will focus on implementation as the plan progresses, rather than waiting for the plan to be finished. The plan will be finalised in mid-2023. Council’s current target is to reduce greenhouse gas emissions by 15% by 2024 from our 2018-19 baseline. A progress update will be published after the September 2022 emissions inventory audit.

Kerbside “Thanks Tauranga” campaign

7. We have just completed our “Thanks Tauranga” campaign.

8. The campaign focused on thanking our community for the awesome work they have done to almost halve our household waste to landfill within just one year of the service commencing, dispelling some myths such as recycling does not get recycled and food is not composted; and also on helping people understand what we can all do more of to get even better results for the city and for the environment.

Regional Waste Collaboration

9. We have partnered with Waikato Regional Council to fund research about waste-to-energy technologies. Through the Waste Management and Minimisation Plan and Waste bylaw consultation process, we recognised a need to understand more and have a position on waste-to-energy technology.

10. The research will support central North Island councils in their future decisions about these technologies.

Wairoa Cycleway Project

Design update:

11. The solution being developed for this project involves a temporary off-road cycle path that goes under the bridge and connects to a two-way cycleway on the opposite side of the highway to the clip-on.

12. The western side provides higher safety benefit, particularly at the intersection of Taniwha Place, where there is sufficient room to provide a cycleway crossing that is set back from the highway.

13. The under-bridge path will be a temporary solution. The long-term solution, which is under investigation, is a new cycle bridge clip-on on the western side of Wairoa Bridge.

14. We have commissioned the design via Westlink.

Progress update:

15. The project team is currently working on design, costings, traffic and safety assessments and engagement with local stakeholders.

16. The total investment required is looking to be greater than originally anticipated due to design changes (to meet the highest safety standards), community expectations and the escalating costs of materials. The project team may need additional time to secure the required funding. There is no fixed date for construction until the additional funding is secured.

Low Cost/Low Risk

17. The Low Cost/Low Risk programme of works (LCLR) contains a large number of projects with budgets of under $2 million. This programme can be broken into four categories:

(a) ‘Road to Zero’ – safety improvements such as intersection safety upgrades, raised pedestrian platforms and speed reduction

(b) Local Road Improvements – general minor improvements such as pedestrian crossing points, footpaths, and other minor road works

(d) Walking and Cycling Improvements – includes safety and other improvements that make walking and biking a more attractive option for more people.

18. The delivery team responsible for this programme is at the tail-end of a period of change that will ensure the three-year programme is delivered in a manner that gets the best outcomes for Tauranga. The changes include a restructured team and dedicated programme manager.

19. We now anticipate a significant increase in delivery in future, with 70 projects either in design or starting design. An example of projects within the Low Cost/Low Risk programme are:

Road to Zero

Vale Street & Bureta Road Roundabout

20. This is a new roundabout with raised crossing points to achieve significant safety benefits for all users of the intersection. Construction is programmed for February 2023.

Oceanbeach Road & Girven Road Intersection

21. This project’s aim is to improve safety for all road users, while acknowledging the important network role this intersection has. It is currently at the start of the design process.

Local Road Improvements:

13th Ave, St Mary’s School Crossing

22. This project includes a new raised pedestrian crossing outside of the school, along with a new footpath along the western side of 13^th Ave to assist with safe travel options to the school. It is expected that this project will be delivered within the Christmas school holidays, pending construction resource allocation.

Te Ngaio/Marnie Parade Raised Crossing

23. This is a newly-identified project, resulting from discussions about the Mt Maunganui Coastal Pathways project, and shows the flexibility of the programme. This project will provide a new raised crossing between the new playground in Te Ngaio and the coastal pathway/beachside reserve elements. It is envisioned to be delivered prior to Christmas 2022, to ensure a safe crossing point is available over the holiday period.

Public Transport Improvements:

Bus Shelter Supply

24. This project is for the supply of a large number of bus shelters. Tenders are currently under evaluation.

Bus Stop Improvements

25. This project provides ~$2.5 million to undertake minor bus stop improvements such as shelter installation and safe access facilities, running through until the end of FY24.

Walking and Cycling Improvements:

Golf Road Signalised Crossing

26. This project has been completed and provides a signalised crossing point on Golf Road.

Te Papa Walking and Cycling Improvements

27. This involves a couple of packages, including a new/upgraded footpath along Faulkner St/Cook St and 23^rd Ave and raised platforms at side-roads. Design is to be started in the coming month for construction in FY24.

Status	Project #	Value ($)
Construction Complete (FY23)	26	5.5 million
In Design	35	22.6 million
Starting Design	35	21 million
Scoping or On-Hold	18	11.8 million

Community Services

Tauranga Domain Grandstand project

28. To allow the televising of sporting events at the Wharepai Domain, Council needed to construct a broadcasting facility. The seismic grading of the grandstand meant that the platform needed to be a stand-alone structure and could not form part of the grandstand structure.

29. The LTP budget to do this work was $433k. The final cost to undertake the physical works was $1.04m. One increase of budget was approved by staff, under delegation to increase the budget to $899k. However, given that the final cost is $603k above the LTP budget, a Council resolution is required.

30. The variations reflected the unforeseen remedial works that needed to be undertaken to bring the building up to a safe and compliant standard, most of which were only exposed once work commenced. This included asbestos removal, re-routing cabling, replacing non-compliant sub-mains, remedial works on structural steel columns, relocating services, new flashings to soffits, electrical works to changing rooms, compliance to fire requirements, etc.

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Community Development

31. A recent workshop was held with representatives from the Kāinga Tupu Taskforce and SmartGrowth to test the soon-to-be released digital dashboards on homelessness and housing for the Western Bay of Plenty sub-region. A launch of the dashboards in mid- to late-October will be announced in the coming weeks.

32. Our Rangatahi Advisor attended the Young Innovator Awards (YIA) Finals and presented awards on behalf of Tauranga City Council for the Junior category and will also be MC-ing the upcoming Young Enterprise Scheme (YES). Both events are about celebrating design-led thinking and entrepreneurship in young people.

33. 899 Cameron Road Activation - While 899 Cameron Road, Gate Pā sits vacant awaiting its proposed development as part of the Pukehinahina regeneration plan, Accessible Properties Inc., with the support of Tauranga City Council, the Department of Internal Affairs (NZ), Good Neighbour Aotearoa Trust, and the Gate Pā Primary School, has put the site to good use as a way of supporting community connection, engagement, and wellbeing.

The site is now fully-fenced, with a beautiful green lawn and picnic benches, as well as a temporary gym, which arrived fully set-up in a shipping container. Two local trainers will be running free bootcamps at the site for interested community members, providing physical fitness opportunities to those who ordinarily may not have access to fitness classes and gym memberships.

Emergency Management

34. South Island emergency support: Across a two-week period, two members of the Emergency Management team and one person from Spaces and Places were deployed to support the Nelson Tasman Emergency Operations Centre, to help with the emergency response to the severe weather that impacted the upper South Island in August. Working in the planning, welfare and operations teams, their assistance was hugely appreciated by the Nelson City and Tasman District locals.

35. Group Plan Review: The team is supporting the Bay of Plenty CDEM Group Plan Hazards Review. The purpose is to review the regional risk profile, which will guide hazard prioritisation across the region for the next group plan.

36. Lifelines: The combined Waikato/BOP Lifeline Utilities Infrastructure Forum was held in August. Key case studies presented on the day were around tsunami resilience, volcanos and critical infrastructure. The forum provides an opportunity for major utility companies’ local lifeline utilities project managers and Emergency Management professionals to come together, share ideas and learn best practice.

Libraries

37. The library activation series, Winter Warmers, wrapped-up at the end of August. This new initiative consisted of various workshops and events for the community during the winter season. A mix of topics were covered, from educational, learning-based opportunities utilising library resources to craft-based, fun social DIY workshops for all ages. Over 180 people attended a range of workshop events. All said they would recommend this to a friend. The series attracted a wide variety of attendees, with the craft sessions being of particular interest to those in our more vulnerable demographics, the very elderly and those with impaired cognitive function. A lovely piece of feedback illustrated how useful these sessions were, as a young man who was struggling to get his mother connecting with others in her community was able to get his mother out of the house and be more social.

38. In September, libraries are hosting a series of workshops for Mahuru Māori, including, social Te Reo game sessions, language workshops, raranga workshops, calligraphy whakatauki workshops, and children’s singalongs with well-known author Sharon Holt. September also sees our annual Law Series, partnering with local law firm Lyon O’Neale Arnold. With Covid restrictions eased, the libraries have also become a hub for community clinics, such as Heart Foundation, Diabetes New Zealand, and Telehealth.

Space and Places

39. An early commencement order was issued for Omanawa Falls, which meant construction of the Omanawa Falls Walkway could commence. The contractor has completed approximately 80% of the track between the existing 4WD access and platform 2. Works over the next two weeks will include building the track below platform two, and undertaking cliff stabilisation in Area A.

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40. The Welcome Bay amenity improvement project has commenced with the creation of a footpath connection that will run along the frontage of Waipuna Park. Over the next three months, playground improvements, BBQs, park furniture and footpaths will be installed across the Welcome Bay open space network.

41. The new playground at the cemetery is complete. This was a project identified last financial year and was funded by the Tauranga Reserves Management Plan (TRMP) Bulk Fund. This has created a wonderful space, near the Chapel and Tui Lounge, for the children of families attending services. Feedback from the public and funeral directors has been very positive.

42. Hazardous tree mitigation works at Yatton Park: After a large rainfall/wind event, one of the large pine trees near the front entrance of Yatton Park uprooted and fell over. After this tree fell, there was concern over the stability of the remaining trees, where there was soil disturbance around the root systems. Initially it appeared to be of only minor concern, but staff noticed a crack in the ground between two of the remaining trees, this crack and ground movement was a sign of an imminent failure to one or two of the standing trees. A failure could have resulted in a large tree landing in the busy car park. The site was quickly secured and a fence erected. Arbor Care utilised a large crane to reduce the standing trees to minimise risk, and also to remove the fallen tree.

43. Mount Beachside accommodated three schools and their supporters during the week of AIMS games. All accommodation options (ensuite cabins, basic cabins, on-site caravans) were all booked out.

The new Holiday Park Ute showing its new wrap.

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Venues and Events

44. Baycourt has been eagerly preparing for Tauranga Musical Theatre’s (TMT) two-and-a-half-week season of We Will Rock You. The smash hit West End musical by Queen and Ben Elton will open on 14 September, with audiences treated to a hilarious futuristic comedy featuring amazing local talent. Following the disappointing cancellation of TMT’s Les Misérables in February this year, due to COVID-19, the successful staging of We Will Rock You is even more meaningful for TMT, their supporters, Baycourt and the community.

45. As part of the new internal communication strategy being implemented at The Historic Village, the first of their quarterly tenant update meetings was held on Tuesday 30 August. Over 30 tenants attended and heard updates on visitation statistics, capex projects, marketing and tenant movements, followed by a question-and-answer session and networking. The meeting gave tenants the opportunity to meet and welcome the newly appointed Historic Village Facilitator.

46. The Historic Village team has been working with The Incubator to host Catherine Daniels’ exhibition, The Secret Keeper, which shares her story of childhood trauma and sexual abuse. The exhibition is being presented in The Village Hall from 3 to 26 September and features more than 70 sculptures. Catherine has collaborated with photographer Esther Bunning to add photography to this emotion-stirring display and Catherine is in residence for the duration of the exhibition, from 10am – 4pm daily.

47. The 2022 – 2023 Historic Village marketing plan is underway and focuses on driving awareness of The Village and increasing visitation. Marketing efforts in the 2021/22 financial year included content creation and a website upgrade, resulting in a 33% increase in the number of users to the website in comparison to the prior year. The Facebook page has also grown to over 7,000 followers, with page-follower growth this year up 91%. The Instagram account has grown to over 2,000 followers, with profile visits up 37% this year.

48. Tauranga hosted its largest participation event, the Zespri AIMS Games from 3 to 9 September. Across the week, an estimated 20,000 athletes and their families have participated in various sports across the city. The event ran smoothly and early indications are that this event is likely to provide similar returns to the region as previous tournaments.

49. The Events team, with support from Council’s Pollution Prevention Officers and Keep Tauranga Beautiful, ran their first Zespri AIMS Games Gives Back beach clean-up on 7 September, as part of the Zespri AIMS Games leverage programme. The event was successful with 85 athletes collecting 35.9kgs of rubbish and recycling from Pilot Bay, Mount Maunganui Main Beach, Moturiki and Hopukiore. This initiative received wide media coverage.

50. The first funding round for the new Tauranga Western Bay Community Event Fund has been completed, with all successful recipients notified. The round was highly competitive, with 35 applications received across Tauranga and the Western Bay of Plenty, 26 of which secured funding. A total of $339,231 has been granted in this round.

Customer Services

51. Customer Services has consulted with several departments to explore how to better connect customers coming into the Service Centre to request a face-to-face meeting with Council staff, who may be working from home or in another building. A new piece of technology (vidak unit) will be arriving shortly, which will allow us to improve accessibility, while also ensuring our customers receive a good experience.

52. The most recent rates period in August has seen the highest number of customer rebate enquiries and applications ever received – 2720 in the latest period compared to 1700 in 2021. While applications continue to come in over the year, the first rates period usually attracts the highest customer volumes.

Arts & Culture

53. Lighting designer Angus Muir was in Tauranga in early-September to present concepts for this year’s Christmas Illuminations along The Strand, and for a site visit to discuss the “Lighting up the CBD” project. The timeframe for this year’s illuminations has been extended, so that the programme will be a “Summer Lights” event, rather than just for Christmas, and will run from 4 November through to Waitangi weekend. Building on the success of the lighting displays from last year, this year’s programme will also run later into the night, with the installations lit until midnight. The designs for this year include a range of interactive lighting works, encouraging the public and young families in particular to ‘play’ and engage with the works. The displays will also incorporate the newly renovated Cargo Shed, with lighting installations able to be viewed during the day.

54. Staff have been involved in the commissioning of two new public artworks, both using the draft principles of the new public art framework.

(a) Local artist Paul Darragh has created a work on Shadelands Lane, providing a bright and bold focus for Te Papa O Ngā Manu Porotakataka. The work references the ‘circling birds’ of the urban park’s name and will be completed by the end of September.

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(b) Mount Maunganui artist Bobbie Gray is creating a new light sculpture for the Grey Street arcade entrance to the Spring Street parking building, following on from her temporary “Wisteria Lane” light sculpture, which featured in Creative Bay of Plenty’s “After Dark” light festival earlier this year. The new work, entitled “Kowhai Grove”, will be made entirely from single-use plastic bottles, collected by the community, and made into a canopy of over 4,000 kowhai flowers. The work will re-use over 20,000 bottles and the community will be invited to create the ‘flowers’ at a series of public workshops held through the spring. The work will be installed prior to Christmas. The image below is an artist impression of what the work will look like.

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55. Creative Bay of Plenty has recently completed an in-depth survey of the local creative sector. The “State of the Arts” study provides a detailed snapshot of the key aspirations, priorities and challenges experienced by the creative sector in Tauranga and the Western Bay and identifies some key areas where capability development is required for the sector to grow. The study included participation from arts organisations and individual practitioners. The study identified three key challenges that the local creative sector is experiencing:

(a) Lack of profile for the arts and culture sector amongst the local community

(b) Lack of access to sufficient funding and support for arts and culture projects

(c) Lack of affordable access to appropriate spaces to showcase creative work (i.e. performing arts venues, gallery space).

56. The survey results also indicated a good level of optimism across the sector, with the cultural developments of the Civic Precinct cited as demonstrating a growing desire to explore the cultural narratives of Tauranga. An increased level of collaboration across the sector was also noted by a range of respondents. Creative Bay of Plenty intends to share the full survey results with Council in October.

Heritage Collection

57. The Heritage Collection team has been developing new opportunities for artefacts from the Heritage Collection to be shared with the community. This includes the following initiatives:

(a) The Heritage Collection team has installed a new exhibition at He Puna Manawa, giving visitors to the library up-close access to a set of moa bones from the Heritage Collection. The display includes bones from two moa, found at Athenree and Tauriko, as well as a 3D printed moa egg made for the collection by a local designer.

(b) New display cases have been commissioned for Papamoa Library and will be installed by the end of September. Exhibition displays will then be rotated between He Puna Manawa and Papamoa Libraries, with new displays being installed on a quarterly basis. Options for the display of collection artefacts at Greerton and Mount Maunganui Libraries are currently limited by available space, but staff will run three ‘hands-on’ sessions at these libraries during October, November and December, giving the public an opportunity to view artefacts from the collection up close.

(c) Staff will develop opportunities for a larger display of artefacts from the collection in December, utilising the two customised shipping containers that the Heritage Collection owns. The containers were last used for the “From Tauranga to the Trenches” exhibition in 2018. Options are being considered for locating the containers on the Waterfront over the summer for a ‘pop-up’ exhibition, or incorporating them into the hoardings at Te Manawataki o Te Papa, as a way of giving the community some glimpses of the collection, at the site of the future Museum.

(d) The 2023 annual programme for public display of the Heritage Collection will be presented in December, detailing plans for pop-up exhibitions and talks inspired by the collection.

Chief Financial Office

Tauranga Airport

58. Air New Zealand’s flight schedule is very close to pre-COVID levels, with strong international and domestic bookings. Over July and August, 91,000 passengers travelled through the Airport, which is 104.5% of the same months pre-COVID.

59. Plans are well underway for the Terminal precinct extensions, with the first building consent to be lodged in the first week of October and Civil works planning at the detailed design stage.

60. A condition assessment of the existing runway lighting, navigation aids and standby power generator is underway. The outcome of this report will drive the negotiated value of any equipment to be taken over from Airways New Zealand.

61. An earthworks consent for the Hangar development has been granted with civil works set to start in mid-October.

Strategy, Growth and Governance

Democracy & Governance

62. The Epidemic Preparedness Notice was extended on 15 September until 20 October 2022, a shorter extension period than the usual three months. Taituarā has advised it is unlikely that the notice will be extended further.

63. Under the Principal Notice that came into force on 25 March 2020, the Prime Minister has to declare that she is satisfied that the effects of the outbreak of COVID-19 are likely to significantly disrupt or continue to disrupt essential governmental and business activity in New Zealand. Some councils have lobbied for the continuation of the Epidemic Preparedness Notice to ensure that those attending council and committee via audio or visual link can be counted towards the quorum of meetings.

64. If the notice is not extended, the current provisions under Clause 25A(4) of Schedule 7 of the Local Government Act 2002 and Standing Orders apply and a person attending remotely is not counted towards the quorum, but they are able to vote.

Strategic Māori Engagement

65. Te Wiki o Te Reo Māori: The focus of this last period culminated in a full week of activities to promote Te Reo. The libraries ran a successful series of workshops, we had daily quizzes, an instructional video on the delivery and use of the TCC Karakia by Josh Te Kani, whakatau welcomes for our new General Manager Sara Omundsen and also for new staff, making it a full calendar of events with the most participation we have seen. This year, we aim for some spill-over to normalise te reo use outside this solitary week, for example push options sharing te wananga ipurangi topical sessions to relevant teams. This is a good time to also remind us of Te Koruru, the te reo guideline for TCC which is informed by Te Tahuhu, the 25-year plan already put in place by iwi.

66. Cultural Advisory Group for Te Manawataki o Te Papa: We are taking a more proactive and cohesive approach to this initiative by establishing an advisory group with line-of-sight over the many overlapping projects. Given the volume of art and design, we have also established a complementary Toi Māori Advisory led by leading Māori practitioners supported by mana whenua - the likes of Whare Thompson, Kelcy Taratoa, Quinton Bidois and Stu McDonald.

Corporate Services

Community Relations

67. Last month saw a small fall in the Media Impact Score (MIS) to 1.6, mainly due to a spike in neutral reporting rather than elevated criticism. Media coverage relating to the civic precinct continued to be high with a MIS of 4.9 and wider city centre transformation achieving 3.3.

68. The team continues to support a large number of consultation processes, including establishing a new Council Controlled Organisation (CCO) Charitable Trust for Site A of the Civic Precinct, Accessible Streets in Ōtūmoetai and Plan Change 33.

Procurement

69. A proposal for a Low-Cost Low-Risk panel for Transport has been compiled and presented to Waka Kotahi for approval, as the major shareholder in many of our roading projects. Initial feedback was favourable, with some minor amendments to be made. The panel will increase efficiency in the Transport space, reducing the time to award works. It is anticipated that with Waka Kotahi’s approval, TCC will be going to open market for the panel in the next 6-8 weeks.

Digital Services

70. Online transactions and survey: Digital technologies provide a valuable tool to engage and transact with our community, providing anywhere/anytime access to make payments; provide feedback on our various proposals/changes; or simply ask a question. Through August, the council received 1,738 submissions through our various consultation surveys and feedback forms, with the Greerton Maarawaewae Study feedback topping the list at 549, followed by our Revised draft Local Alcohol policy with 188 responses.

August also saw a total of 6742 online transactions, with rates and parking fines topping the list at 2123 and 2266 transactions respectively. The below table provides an overview of Online transactions.

71. Digital Signing: Digital Signing has now been rolled-out across the organisation and is being used in earnest. Anecdotally, there were previous delays in getting documents signed, but the median time to complete now is just 26.5 minutes, meaning we are not only compliant, but also improving productivity.

72. We continue to see challenges in the recruitment space as we lose people to higher paid roles. As a result, we have over 30 current vacancies in the Digital Services team and are supplementing heavily with contractors, particularly in the agile delivery area. It is likely this will continue for the foreseeable future and we may see impacts to our planned work pipeline.

Human Resources

73. Staff turnover is calculated on a 12-month rolling basis. The employment market is very challenging at the moment, so it is positive that our turnover is remaining steady. While our aspirational staff turnover range is 10-12%, 15% is a good result when compared to other Councils and to the national average of 18.5%

74. We have seen a slight lift in women in leadership roles at Council and a decrease in union membership.

75. In the recruitment space, there has been an increase in active advertisements and a drop in the average time it takes to fill a role, which aligns with the additional focus being applied.

76. Our current number of staff affected by Covid has reduced dramatically, aligning with the national reduction in numbers. Hopefully, we’re through the thick of the winter illnesses - after seeing another peak in sick leave taken over July, this seems to be tapering off as we head into the warmer months.

Health, Safety & Wellbeing

77. The Health, Safety and Wellbeing Team held a campaign in August to recruit new Health and Safety Representatives, which received a great response. The next step for our team is to help the new rep’s set up their working groups and learn what the role involves. We’ve implemented a comprehensive training pathway for all our Health and Safety representatives, to make sure they have all the tools they need to be the best rep’s they can be. Anyone who missed the campaign is still welcome to apply to become a representative and join the training pathway.

78. Some staff attended the SafeSkills Conference 2022 in Hamilton. SafeSkills is aimed at high-performing health and safety representatives, who are empowered to be leaders in the business and play a fundamental role in creating and supporting a culture of safety and wellbeing. SafeSkills, presented by Safeguard, was a one-day event that assists Health and Safety representatives to develop the skills they need to be more effective in increasing worker engagement and participation.

79. Due Diligence visits by Community Services General Manager to Pyes Pa and McLarens Falls; and the Chief Executive to the Airport have been well-received. The team is looking to provide General Managers with more support and guidance to support future visits.

Regulatory and Compliance

Environmental Regulation

Regulation Monitoring

80. Proactive enforcement continued around Blake Park during the AIMS games. Physical barriers were a deterrent, but we still observed inconsiderate and dangerous parking behaviour. During the course of the games, over 120 infringements were issued for parking on a footpath or traffic island and for inconsiderate parking.

81. The Minister of Tourism has confirmed up to $10 million will be made available to local authorities during 2022/23 and 2023/24 to support the transition from the existing freedom camping system to the new freedom camping rules. While the proposed changes do not directly impact our current Freedom Camping Bylaw, we will be submitting a funding application which will include an educational communication campaign to raise awareness of the freedom camping rules, along with additional ambassador patrols to complement our enforcement patrols. Funding applications close on 4 October.

Alcohol Licensing

82. In August, we received 149 various applications and reported to the District Licensing Committee on 126. Amongst those applications were 12 new ON-Licence and 1 new Off-Licence premises applying for their respective licences.

83. Planning has started with event organisers for the many large-scale concerts happening this summer, now Covid-19 restrictions have been removed. Monitoring of these events will be a high priority this year, to ensure that events are managed responsibly and effectively to keep alcohol-related harm to a minimum.

Environmental Health

84. The Environmental Health team has been busy throughout September reregistering all the health registered premises, such as hairdressers and campgrounds.

85. The Environmental Health Team Leader has recently started engaging with baking/patisserie students at Toi Ohomai Institute of Technology and has been giving presentations about starting a business, Food Act requirements, using the Food Control Plan, registration and verification requirements and how to minimise costs. This is a great way to help educate the sector on their responsibilities.

Animal Services

86. We are inviting dog owners to join us for a ”Bark in the Park” fun day at Memorial Park on 1 October. We will be promoting dog safety in the home and in our public spaces, such as parks and at the beach. There will be a Top Dog Competition, face-painting, a photo booth, dog agility activities, lots of prizes and some pet rescue groups offering adoption and fostering opportunities.

87. We will also be launching a school holiday programme - Tessa’s Treasure Hunt. Tessa (Tauranga’s Education Services Safety Ambassador) is our promotional mascot and heads all our brochures and promotional material. Scattered throughout Tauranga will be pictures of Tessa, each with a unique QR code to scan. Visiting all our Tessas will enter the finder into a competition for prizes such as dog food and a free dog registration, while promoting our Facebook and Animal Services.

88. Staff have been actively visiting owners of unregistered dogs and issuing infringements for continued failure to register. Sixty-seven infringements have been issued and 258 more dogs registered since the last report. The current registration rate is 88%. This will continue to be our focus, in addition to addressing incoming complaints.

Building Services

89. We received 236 Building Consent and Amendment applications in August. This continues to be roughly on par with previous years on a per-month basis, but is cumulatively down across the first eight months of the year (1868 compared with 1988 in 2019, 1933 in 2020 and 2325 in 2021).

90. We granted 280 consents and amendments in August. This continues a trend of higher than ‘normal’ volumes for the past four months, as a result of the significant effort that has been put in to reducing the backlog of consents by the processing team and their contractors. Applications continue to be allocated to a processor within the first week of lodgement.

91. As a result of this increased effort, compliance with statutory timeframes has continued to increase, with 69% of consents and amendments being issued in 20 working days in August. This was brought down slightly as a result of the challenges associated with lead-up to, and implementation of, plan change 33. However we are now comfortably meeting our timeframes and we expect the compliance percentage to continue to increase.

92. Inspection wait times for standard 45-minute inspections have continued to stay around 1-2 days. The wait time for more complex final inspections (Residential 3) has continued to drop and is now sitting at an average of 10 days.

93. Our next cohort of seven Trainee BCOs will start their 6-week course at the Auckland Council Building Control Training School in early-October. These trainees have had significant in-house training and are progressing well. Our previous cohort, which started in February, are on-track to complete competency assessments late this year or early next year.

94. We have also recently gone through the recruitment process with a couple of experienced BCOs who are keen to move to Tauranga, and a former employee who is keen to come back to TCC. This is a great indication that the hard work to make our BCA an attractive proposition is paying off.

Environmental Planning

95. In preparation for Plan Change 33, the Planning team has spent time getting up to speed with the new provisions and creating practice notes to assist all involved. An external practice note was created to assist applicants and consultants - https://www.tauranga.govt.nz/Portals/0/data/living/planning/files/practice-guidance-note-pc33.pdf

96. The number of BCs reviewed has remained relatively consistent over the last four months. However, the team managed to completely clear all of the backlog prior to notification of PC33. This was to ensure there were no applicants caught-out by the changes to the planning provisions introduced on 20 August.

97. Following a dip in April, the number of applications received started increasing, only to drop-off again in July. While this has increased slightly in August, the number of applications received is still lower than over the same period last year.

Environmental Monitoring

98. The Environmental Monitoring team reported 27 incidents over August, similar to the 28 reported in July. The team resolved 26 incidents, including some from the previous financial year. There were 11 incidents still open at the end of August.

99. A total of 101 individual resource consents were monitored in August, a slight drop from 117 in July.

100. Noise incidents remained low in August, with 8 incidents reported. June and July were also quiet with 13 and 11 incidents respectively. Residential noise was the biggest issue in August, with 50% of the incidents reported relating to residential noise.

101. The introduction of Plan Change 33 was implemented on 20 August, bringing about some relatively big changes to the residential zones and rules in the City Plan. The team has been getting to grips with these and how we enforce them, along with enjoying using the new online City Plan.

102. The team also collaborated with the Environmental Health team in a joint site visit to investigate a number of allegations at a property. It was great to learn from each other and build working relationships. The team has spent time in August monitoring a Papamoa Eastern Interchange (PEI) resource consent for contaminated land, as well as piling at the Tauranga North Link (TNL) Cambridge Road abutment.

Development Engineering

103. The Development Engineering team is keeping on top of referrals coming from the Planners. PDP and Banks Engineering Ltd. have been assisting the team to balance resourcing requirements. To assist efficiency, the team has updated an engineering checklist for RC applications to ensure correct information is provided up-front by applicants. They have also provided the Development Engineers with more delegation in decision-making, to reduce the number of applications that need to be sent to the Three Waters team. Investigations are underway to put in place a panel of experts to assist with reviews.

104. The Development Contributions team noted an increase of BC applications prior to the fee increase in July, while the number of standard three-bedroom dwelling consents has reduced slightly, with a lot more consent applications for alterations to existing dwelling coming through. This has coincided with the team assessing multi-unit developments, mixed-use developments, more industrial units in Tauriko and multi-story student accommodation.

105. Overall, there has been an increase in developers requesting the deferral of development contributions payments.

106. The Development Engineering team is continuing to work through referrals and is on top of this workflow. Referrals for Resource Consents have been more or less in line with 2021 (other than for June and July), while the 223/224 application referrals have exceeded the proceeding years.

Resource Consents:

223/224 Applications:

City Development and Partnerships

City Partnerships

107. In September, we met with staff from TECT, Lotteries, the Ministry of Culture & Heritage, Sport NZ, Creative NZ and the Grassroots Trust to identify potential funding opportunities across the next three years. We also attended the Fundraising Institute NZ Conference in Wellington.

108. We have received the Annual Report from the Tauranga Business Chamber for the Smart Economy Business Advisor (SEBA) contract. This valuable service ensures the outputs and intent of the Smart Economy Strategy (revised 2012) are delivered, including ensuring organisations offering small business support coordinate their programmes, and investigating establishing additional programmes and activities to increase local business capability and productivity. The 2021/22 financial year was a challenging time for new business start-ups, as the Chamber saw an unusual decline in SEBA enquiries. However, local businesses of all types and stages reached out to the Chamber’s business support team. From there, clients were triaged to the most relevant business support available to them.

109. We are working with the Tauranga Māori Business Association to identify opportunities for support, including networking opportunities and drafting a submission to the Annual Plan.

110. Following presentation of the six-monthly reports from the four mainstreet organisations to the Strategy, Finance and Risk Committee on 12 September, staff met with Commissioner Rolleston to discuss opportunities for greater collaboration with our mainstreets. We will also be sending out a satisfaction survey to business owners in October and are continuing to work on better ways to analyse and present data for use by the mainstreets.

111. The discovery stage of the council-controlled organisations (CCOs) shared services project is now complete. A number of quick wins have already been identified and actioned, including access to the TCC intranet to leverage existing policies, identification of supplier panels that CCOs may be able to access, progress on consideration of the adoption of the SAP finance system by Bay Venues, and Tourism BOP leveraging TCC insurance rates with AON Insurance. The next stage is to design, develop and activate an implementation roadmap to a future state service model, which enables TCC and the CCOs to work together to deliver impact and value for our communities through sharing of services in the short-, medium- and long-term.

112. Our three council-controlled organisation board interns have been adding significant value to their respective CCO boards. They attended the Effective Director Series three-day programme (delivered by Governance New Zealand) in September, along with our new CCO Specialist.

Civic Development - 95 Willow Street Demolition

113. The demolition of 95 Willow Street has finished ahead of schedule, on budget, and has exceeded sustainability targets.

114. An independently-validated post-demolition report has confirmed that a total of 3,240 tonnes of concrete and 396 tonnes of steel removed from the site was successfully recycled, achieving an impressive 100% recovery rate for those materials.

115. The report also shows 89% of all the material removed from the site during the demolition will be either recovered, recycled or reused, meeting waste processing obligations under the New Zealand Green Building Council Green Star reporting criteria. This result is well above the initial target of a 75% recovery rate.

116. Now this phase of the demolition is finished, Geotech work is underway to inform planning for the design and construction of Te Manawataki o Te Papa. While this initial preparation work is underway, a section of the old library’s first floor and the floor plates remain on site at Willow Street to keep the ground solid and reduce dust.

117. Pedestrian access along Willow and Wharf Streets has been restored. Hoardings have also been installed, with signage to be put up around the area in the coming weeks to promote awareness of the future development of Te Manawataki o Te Papa.

The Strand North 

118. Seawall renewals budget has been brought forward and discussions are underway to develop the associated concept design for a “living seawall”, to encourage habitation by shallow water marine life. 

The Strand South, Stage 1 – KiwiRail underpass and boardwalk 

119. The detailed design of the underpass culvert and wingwalls has been completed. Fulton Hogan, a KiwiRail preferred supplier, has been engaged for the project.  

120. The decking timber for the boardwalk has been ordered to ensure material availability for construction in mid-2023, with completion scheduled for October 2023 to facilitate a joint official opening of this stage of Te Hononga Ki Te Awanui.

121. Communications and engagement are planned to let key stakeholders and the community know what they can expect to see/hear, and when.

Tunks Reserve/Elizabeth Street East 

122. Detailed design is currently in progress, with construction scheduled to commence before the end of 2022 and completion expected March/April 2023. 

123. Improvements to the Fixation Coffee site and adjacent area bordering the basketball court have been successfully discussed with the tenant. The Property team will include the improvements as a condition of the new lease about to be issued.

 Masonic Park

124. The redevelopment of Masonic Park has been brought forward with developed design underway to allow for construction to commence in May 2023 – a slight delay requested by the adjacent hospitality businesses to maximise the summer hours.

Dive Crescent Carpark 

125. The concept design for the redevelopment of the carpark is now moving into the detailed design phase, which is planned for completion in late-October.  Early Contractor Involvement (ECI) will also assist in the detailed design phase.  The revamped carpark will provide 134 general parking bays, including nine accessibility and maternity bays.

126. The project communication plan is currently being finalised.

127. The work programme is anticipated to commence prior to Christmas.

Beacon Services Wharf

128. The Beacon Services Wharf is an historic wharf once used for marine vessel maintenance. The existing wharf structure is in a derelict state and has been closed for many years. Concept designs are currently being considered to maximise the recreational opportunities the site offers. The initial evaluation of the remnants of the old wharf has confirmed little of the existing structure could be utilised in any future development. 

129. A cone penetration test (CPT) programme is currently being designed by Tonkin and Taylor to provide confidence about the nature of the harbour floor substrates. The programme will encompass the marine zone running along the waterfront and in the areas where proposed wharf developments will occur.

130. The exciting discovery of a new species of sponge, not found anywhere else in the harbour, brings a further dimension to this project. The sponge is believed to be part of the Dysidea sp. family. Several large specimens of the sponge can be found in proximity around the old western wharf piles.

131. In parallel with concept design development, engagement with the University of Waikato Coastal Science Group is occurring on how best to protect the sponge as the development takes shape.

Cargo Shed

132. Alaska Construction was the preferred supplier and has been awarded the interior fit-out contract for the Cargo Shed. The building consent, while issued, is on-hold pending a resource consenting technicality that has been escalated to be resolved ASAP. This will have an impact on the works programme, pushing the expected completion date out to 30 November.

Elizabeth Street Carpark Seismic Strengthening

133. The Elizabeth Street carpark project is due for completion at the end of September. Painting of steelwork on site has been held up by wet weather and it is estimated the project will run over-schedule by two weeks. The project delivered by Naylor Love has oherwise run very smoothly, with the live carpark environment managed throughout the entire works, with minimal impact on users. The project will be delivered within budget and to the original tendered price.  

Spring Street Carpark Seismic Strengthening

134. Spring Street carpark strengthening works required a significant amount of steel components that were sourced from overseas. Despite the project team’s attempts to mitigate supply chain issues with early procurement, material from England has been slow to arrive in New Zealand. This has led to a revised sequencing of the work and will have a knock-on effect on the overall programme. The new programme anticipates the project completion date will extend by two months to 30 June 2023.   

90 Devonport Road (Civic Administration Building fitout)

135. Warren & Mahoney presented the 90% preliminary design package to the Executive in September and a number of design matters were endorsed, with the focus now on working towards Frozen Layout in the next few weeks.

136. Over the past three months, the Design Reference Group, which meets fortnightly, has provided staff inputs and feedback to the design team to reach this milestone. Our Specialist Groups are also meeting each month to provide their specific needs to the design team.

137. Over 200 staff dialled in to our Live Teams event to hear about progress on the design fit-out, as we reached a key milestone with the concept design and initial floor plans being submitted by architects Warren and Mahoney. With the floor plates now locked in, the next key milestone is preliminary design, which is due in October.

City centre transformation – overarching communications and engagement strategy

138. Our team has developed a communications and engagement strategy to support the narrative around the city centre transformation, and the implementation of projects across the area.

139. Key to this strategy is that a joined-up communications approach is taken across all projects and initiatives being delivered by council which impact the city centre, as they are all part of our overarching vision for the area - as outlined in our City Centre Action & Investment Plan. Alignment with our Partnerships team will also play an integral role in helping us to achieve our objectives.

140. In the coming months, communications will be rolled-out across a variety of channels, including signage, with a distinct ‘look and feel’ that can be easily identified by our community, helping us achieve our overarching communications objectives.

Attachments

1. 2021 - 2022 Smart Economy Business Advisor Report - A14011026 ⇩

Ordinary Council meeting Agenda

3 October 2022

11.4 Parking Management Plan

File Number: A13763600

Author: Paul Dunphy, Service Transformation Manager

Brendan Bisley, Director of Transport

Authoriser: Nic Johansson, General Manager: Infrastructure

Purpose of the Report

1. Tauranga City is on a journey to a future that supports a richer and more sustainable range of transport choices, where people of all ages and abilities can move safely and freely around the city, whether they choose to travel by foot, bike, scooter, bus, car or any other types of vehicles.

2. Earlier this year, Council adopted the parking strategy, which identifies five strategic outcomes:

· Improving vibrant centres and access to centres

· Enabling a multimodal transport system

· Enabling a more attractive and compact urban form

· Supporting access for all

· Ensuring value for money and best use of resources.

3. The Transport team have been working with consultants MR Cagney to develop a parking management plan for the city centre to achieve the outcomes set out in the parking strategy. This report provides a number of recommendations from the parking management plan for approval.

Recommendations

That the Council:

(a) Receives the Tauranga Central City Parking Management Plan report

(b) Adopts the Parking Management Plan (Option 1) and its recommendations as set out in Table 2, with specific attention drawn to:

(i) From December 1, 2022, stop the 2-hour free trial and reinstate parking charges within the city centre core area (outlined in Figure 2 in orange).

(ii) From December 1, 2022, extend no parking on berms throughout the plan area

(iii) From November 1, 2023, implement parking restrictions across the city centre fringe and wider areas in Te Papa up to 11^th Avenue, including Memorial Park (outlined in Figure 2 in purple and green).

(iv) Adopts the change to variable on-street charging which will come into effect on December 1, 2022.

background

4. The Council provides carparking in commercial and residential areas across the city. Within a road reserve, there is a limited space, and every activity requires some space which may prevent other activities being able to be accommodated. Streets need to provide for vehicle movement, delivery of goods and services, walking, cycling, beautification (garden areas, trees, and art features etc) and safety (pedestrian crossings etc).

5. The recently adopted parking strategy by Council has an emphasis on the carparking being available to support retail activities. To support a thriving business area, carparking availability is an important aspect as customers want the ability to easily visit a business to browse and collect goods. In commercial areas we have both on-street and off-street carparks, and we have a mix of short- and long-term parking options.

(a) The on-street carparks are intended to be short stay and high turnover carparks so customers can park relatively close to the stores they wish to visit and have a high confidence a carpark will be available when they visit the city centre. Typically, Council would aim to keep occupancy of on-street carparks below 85% at any time so there are always carparks available if a customer comes into a street.

(b) The off-street carparks (at street level and parking buildings) are designed to cater for parking over longer time periods. These are better suited to provide carparking for workers that need the ability to use a vehicle to get to and from their work.

(c) The private sector has a role to play in the provision of carparking. The Harrington Street site has been recently consented to provide public carparks as part of the site redevelopment. Work is expected to get underway on this building in the near term which will increase the availability of off-street carparks.

6. Once past 3rd Avenue, the side streets are largely residential in nature. In these areas Council needs to balance amenity for residents, support businesses along Cameron Road and on the adjacent side streets and provide visitor parking for the residents. In these areas, the streets are not intended to cater for all day worker parking.

7. In mid-2020, in response to disruption caused by the Covid pandemic and to support business recovery in the city centre, on-street parking in the Tauranga City Centre was made free but subject to a two-hour time limit. There have since been extensions and now the two-hour free trial has been in place for approximately two years. Based on spending data obtained during the trial, there has been no discernible improvement in the vitality of the city centre businesses as a result of the trial with spending in the CBD growing at similar rates to Bayfair and The Crossing after the end of the Covid lockdowns.

8. The provision of carparking is expensive. Council has either purchased the land and built a carpark or has installed facilities for carparking. In addition, there are ongoing costs to manage and maintain the carparks. Parking management is intended to be fully funded by user fees to reflect the benefit from those using parking spaces (it does not attract any rates funding). Where revenue does not cover the costs of managing and maintaining carparks, the shortfall in revenue has been provided via debt funding, but this needs to be repaid.

Strategic / Statutory Context

9. The National Policy Statement on Urban Development has required councils to allow for greater density around town centres and remove minimum parking requirements from local planning rules. The recommendations outlined in this plan will allow TCC to proactively manage their parking resources in anticipation of density and increased parking demand.

10. In response, TCC recently adopted the Tauranga Parking Strategy which sets policy direction and how it relates to parking supply and management in Tauranga. It identifies five strategic outcomes:

· Improving vibrant centres and access to centres

· Enabling a multimodal transport system

· Enabling a more attractive and compact urban form

· Supporting access for all

· Ensuring value for money and best use of resources.

Parking Supply

11. There are over 5,000 car parking spaces within the Parking Management Plan area, with over 3,000 spaces located on the street and nearly 2,000 in off-street spaces. These parking spaces are currently managed by a variety of methods, including parking fees, time limits, leased spaces, residents only parking, and there are almost 1,400 unrestricted spaces. The on-street supply is expected to decrease as space is allocated to support public transport, cycling and street upgrades.

Parking Use

12. The current utilisation of car parks across the plan area does not exceed 85% during busy times. A large proportion of parking across the plan area is being used by workers for long-stay parking, especially areas without any parking restrictions which are highly utilised during busy times for long stay parking.

13. The provision of the carparking infrastructure has been funded through debt. This covers the land the carparks are situated on, lighting, management of the carparks, surfacing, line markings, building maintenance, parking meters, IT systems and collection services to empty the meters. In an ideal situation, the carparking revenue should cover the costs of maintaining the infrastructure and collect sufficient revenue to repay the debt funding over time (10 years)

14. The 2-hour free trial has resulted in workers using the carparks for extended periods. This has created the situation where few carparks are available for customers of stores and businesses in the city centre. The 2-hour free parking also has an impact on the value of the parking tickets that can be issued. An infringement for overstaying a time restriction varies between $12 to $57 depending on the length of the overstay. The average infringement value issued in the city centre is $15 due to the time period that the parking restriction applies. Some motorists are happy to pay this cost as it was lower than the parking building charges. Failing to pay for parking is a $40 infringement. With parking charges in place for the whole day, these higher infringements can be issued more easily and act as a deterrent to stop workers using the carparks for all day use.

15. Some workers need access to a vehicle as part of their job, because of where they live not having viable alternatives or because they need to drop-off and collect children. There are many workers however, who could use an alternative mode of travel, but the use of a vehicle is convenient and has become a habit.

16. Off-street parking currently provides enough car parks to accommodate the workers who need a vehicle. Utilisation information for July 2019 and compared to July 2022 (table 1 below) shows there is capacity to move from on-street spaces into the parking building.

Average Occupancy	July 2022	July 2019
Elizabeth Street	54.7%	72.6%
Spring Street	82.9%	83.2%

Table 1: Average Occupancy, 9am-5pm Mon-Fri

17. Those workers who don’t need a vehicle have buses and cycling as a viable alternative and there is also future investment planned to improve these two options.

(a) Public transport: this will be through the provision of bus infrastructure such as shelters, park and ride facilities, interchange facilities, additional bus lanes to improve bus travel times and changes to the bus services to optimise services.

(b) Cycling infrastructure: Council has plans to build a series of safe separated cycle paths that are connected across the city. This will allow cyclists to safely travel between different parts of the city and into and out of the city centre.

Gearing up for the future

18. We believe that it is the right time to make some changes to parking in the city centre. Our population has increased drastically in recent years and is predicted to grow by 50% over the next 50 years, so there is increasing pressure on our roads for space, therefore this is the time to gear up for the future, to enable more travel choices to be made.

19. Having more travel choices, will contribute to ensuring ‘We can move around our city easily’ which is one of the Community outcomes.

20. There are five key benefits of this Parking management plan being adopted, namely.

1. Reducing Congestion

It will help enable a multimodal transport system that reduces traffic congestion for everyone that use our roads, speeding up journey times. Parking management is one tool to create a better transport network but is part of a greater city vision involving other transport projects across Tauranga that support and complement each other.

2. Reducing Carbon

It will help deliver on the Government’s emission reduction plan for combatting climate change and improving air quality by encouraging environmentally friendly travel choices across Tauranga. There are future plans being considered to look at park and ride for more rural areas as well as new signs being put in place at 5 ‘gateways to the city centre’ showing the number of free spaces in our parking building.

3. Revitalised City Centre

As we reimagine what our future city centre looks like, we have an opportunity to review how we access and move around the area. Our plan is a city centre for people, a great place to live, work, learn and play, that prioritises people at its heart. Increased parking turnover means more shoppers and visitors, contributing to a revitalised city centre. Our variable charges should give confidence that there will be a parking space available for them to use, because of higher turnover, and at an affordable price.

4. Multi-modal

Our community is on a journey from a car-oriented past to a multimodal future that ensures a more sustainable range of transport choices so people of all ages and abilities can safely and freely move around, whether they choose to travel by foot, bike, scooter, bus, or other type of vehicle. We acknowledge public transport and active travel will not always be viable for everyone, but it is important our community can access healthier and more environmentally friendly alternatives to private vehicle use

5. User-Pays

The actual cost of parking in Tauranga should be paid for by those that are using it. Currently, the trial means the Parking activity is operating at a loss each year, which is contributing to an unsustainable model of increasing debt.

Options Analysis

21. The option analysis below considers the adoption of the Parking Management Plan.

Option 1 (RECOMMENDED)

22. Council adopts the Parking Management Plan.

23. Key risk: Some of the Community will not be supportive due to the financial impact on individuals

Advantages

Disadvantages

· Helps to reduce congestion

· Helps to reduce carbon emissions

· Contributes to a revitalised City Centre

· Helps with multi-modal travel choices

· Supports a sustainable user-pays model

Not all of the community will be supportive, including some workers

Public Transport needs to be improved

The infrastructure across our city is still improving (roads, cycle ways)

Charging for parking while there is high Inflation impacting cost of living for everyone is challenging

24. Implement variable priced parking in City Centre Core from 8am-6pm Mon-Sat. Enforcement for additional hours able to be absorbed within existing resources in the short term

25. Implement variable on-street charges at $1 per hour for the first two hours, then $5 per hour thereafter.

Year (Financial Year 2023)	$	Comments
Budget for on street revenue	2,177,828	Assumed implementation date of July 1 2022
Revenue forecast if variable charging introduced on Dec 1 2022	1,196,261	· Based on average 4 hour stay · assuming 50% occupancy, · Mon-Sat charging and · 10% uptake of Eliz St carpark building utlisation for workers
Variance to revenue budget if charging implemented on Dec 1 2022	(981,567)

26. Future year adjustments to revenue and expenditure for the parking changes coming online from November 1 2023 will be addressed through 2024 annual plan process.

27. To give effect to the parking strategy, a parking management plan is required. This details the specifics of how the parking strategy will be implemented and the changes in the area covered by the study. The CBD and surrounding area were the first area to have a parking management plan developed. Similar plans will be developed for the other key retail areas of the Mount and Greerton. This report covers the city centre and its surrounding areas and has suggested changes to more effectively provide parking for the activities in the area.

28. The Parking Management Plan coverage area is shown in figure 1 below. The plan provides clear and justified parking management recommendations that will help TCC manage its public parking resources in a way that is aligned with the council’s strategic objectives. This work supports the movement and access framework in the City Centre Action and Investment Plan (CCAIP)

Map

Description automatically generated

Figure 1: Tauranga Central City Parking Management Plan Study Area

29. The Transport team have been working with consultants MR Cagney to develop a parking management plan. The Tauranga Parking Management Plan (Appendix 1) developed a series of recommendations to support the parking strategy. The changes are detailed further in the following table:

December 1 2022	Type	Summary	Recommendations
	Area wide parking management	Technology	• Investigate using Licence Plate Reading (LPR) camera systems linked to Pay By Plate payments for on and off-street car parking enforcement. • Procure another LPR camera mobile enforcement system • Promote use of parking apps and QR codes • New parking meters purchased should be smaller and cashless
		Data collection and reporting	• Conduct parking occupancy survey 6 months after implementing changes and annually thereafter. • Work with parking suppliers to get access to data and aggregate to provide up to date view of utilisation and compliance
		Parking on berms	• Extend no parking on berms throughout the plan area
	Area specific	On-street priced parking	• Implement variable priced parking in City Centre Core from 8am-6pm Mon-Sat • Charges will be $1 per hour for the first two hours, then $5 per hour thereafter
		Off-street car parks	• Amend pricing structure to prioritise short-stay parking and reflect the cost of providing the parking
		Residents only parking	• Review any formal arrangements establishing the car parks on First Avenue as ‘residents only car parks’ with the view to phasing these out
		Mobility Parking	• Establish additional mobility car parks in the area between Durham Street and Cameron Road on Elizabeth Street

November 1 2023	Area Specific	On-street priced parking	• Implement priced parking in City Centre Fringe
		Residential Fringe	• Retain existing time limits • Apply new P120 time limits as outlined in Figure 2 • Use mobile LPR camera vehicles to enforce these restrictions
		Off-street car parks	• Incrementally adjust pricing of off-street car parks to recover a greater proportion of parking costs. • Phase out lease parking.
		Plan Area	• Monitor parking occupancy annually and adjust prices to achieve 85%.
		Recreation reserve land	• Monitor parking to ensure the land is being used by people using the recreation reserve not commuters.
		Appropriated On- Street car parks	• Regularise parking spaces on public land that have been appropriated by adjacent businesses
		Mobility Parking	• Establish additional mobility car on St Johns Road and the eastern part of 11th Avenue in the 11th Ave Commercial area

Table 2: Full proposed Parking Management Plan changes

30. The development of this plan involved:

· Reviewing related strategic documents such as the Parking Strategy and Regional Mode Shift Plan which were widely consulted on

· Discussions with key stakeholders such as Tauranga City Mainstreet Organisation, Priority One and Tauranga Primary School

· Comprehensive data analysis to provide a picture of current parking supply and use

· Developing parking management approaches for the plan area, including looking at different options and their impact.

31. The scope of this plan covers time limits, priced parking and mobility parking for on-street parking and TCC managed off-street parking within the plan area. The plan area has been split into six management areas, as shown in Figure 1 overleaf, based on land use activities and demand for different types of parking.

32. The changes proposed are shown in the Figure 2 below:

Figure 1: Map of key recommendations

33. TCC have been in discussion with the Bay of Plenty Regional Council (BOPRC) about public transport provision. BOPRC are currently investigating a return to pre-covid bus services as well as investigating additional routing. There are, however, challenges recruiting bus drivers, which they are navigating.

34. In relation to timing,

(a) the two-hour free trial could be stopped from the beginning of December 1, 2022. This allows time for engagement with stakeholders and to change signage and change the information within the meters.

(b) The extension of the paid parking areas and time restrictions on the Avenues could be implemented from November 1, 2023. This would allow time to order the additional meters, undertake the installation and for businesses and drivers that have used those areas for parking to plan for the change. Parking on the berms across the wider area would be banned to prevent workers simply parking on the berms to avoid the parking charges.

35. The P120 restrictions will be removed as new hourly parking rates should still discourage all day parking and ensure workers are directed to the cheaper option, i.e. into the parking buildings which have a daily rate of approx. $17. It will cost workers at least $21 per day based on 7 hours of parking to park on street. The risk of a $40 infringement for failing to pay for parking should also help to drive compliance. Areas with shorter duration limits (P5, P10, P30, P60 etc) could also be retained as they are as they were put in place based on the needs of surrounding businesses. In relation to fees and charges, new charges were agreed as part of the recent annual plan. On street charges will come into on December 1, 2022.

Option 2 (NOT RECOMMENDED)

36. Council does not adopt the Parking Management Plan.

37. Key risk: Slower or little change in the behaviour of the Community.

Advantages

Disadvantages

· Continuation of the 2-hour free parking trial

· Continuation of free parking in a number of streets along the Avenues

· Lack of alignment with the Councils Community Outcomes

· Workers continue to drive to the city centre and park their car

o Illegally for more than two hours, on residential streets, on berms or in reserves

· No clear response to congestion or carbon reduction. By making different travel choices (walking, cycling or public transport) there will be less emissions released into the atmosphere which is good for climate change and air quality.

· Increased debt to cover car park infrastructure

· Does not align with the City Centre vision

· Lack of parking available close the business as it is used by workers

38. Retain current trial of free parking in the city centre.

Year (Financial Year 2023)	$	Comments
Budget for on street revenue	2,177,828	Assumed implementation date of July 1 2022
Revenue forecast if free trial continues	240,000	Based on current revenue generation
Variance to revenue budget if free trial continues	(1,937,828)

Financial Considerations

39. The financial considerations have been detailed in the above options.

40. There is a negative variance to revenue budget under both options, with the recommended option being approximately $1m less impactful on the parking management activity’s debt.

41. The Parking management activity does not attract any rates funding so neither option will have a direct bearing on the 2023 rates requirement.

Legal Implications / Risks

42. An initial assessment of legal implications and risks has not given rise to significant concerns in relation to the proposed resolutions. Further assessment of legal implications and risks will be undertaken before December 1.

Consultation / Engagement

43. Engagement with stakeholders on this plan builds on the engagement undertaken through the development of the Tauranga parking strategy adopted in November 2021.

44. During the development of this plan interviews were held with key stakeholders in the city centre.

45. There have also been discussions with Bay of Plenty Regional Council, mana whenua, Priority One and Waka Kotahi.

Key Themes from these discussions

46. There was overall concern at the decline of the Tauranga City Centre but divergent views on the cause of this.

· parking was the reason that the city centre was not performing well.

· A need for better alternative transport options

· better management of parking to support access for short-term visitors.

· more all-day parking was needed as public transport in Tauranga didn’t work for many people.

47. The feedback gained through stakeholder inputs has informed the recommendations made in the Parking Management report.

48. The community was consulted on the parking strategy earlier this year. This parking management plan gives effect to the strategy and is not changing the outcomes of the adopted strategy.

49. The business community and affected residents will be informed of the planned changes across multiple channels (as outlined in a Communications Plan).

Significance

50. 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.

51. 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 wellbeing of the district or region.

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

52. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the decision is of low significance. The Transport team acknowledge the issue of the future of the city centre’s parking is of high significance. However, the decision proposed in this report is of low significance due to the recent adoption of the Parking strategy which was widely supported after significant engagement and input that has occurred.

Next Steps

53. If adopted there will be the following undertaken:

(a) Communications across multiple channels, i.e., in person, online and via leaflets.

(b) Improvements to the on-street pay and display machines, including any new/replacements to be made and signage in the city centre core area

(d) The new charges to be put in place and signage updated for December 1 2022

(e) Working closely with our regional partners to support Public Transport provision being increased back to normal (pre-covid) levels as soon as possible

Attachments

1. Tauranga Parking Management Plan - A13788671 (Separate Attachments 1)

Ordinary Council meeting Agenda

3 October 2022

11.5 Active Reserve Masterplans

File Number: A13897551

Author: Ross Hudson, Team Leader: Planning

Authoriser: Barbara Dempsey, General Manager: Community Services

Purpose of the Report

1. To seek endorsement of the masterplans for Baypark, Blake Park and the Tauranga Domains and approval to move to detailed design and implementation of early key actions.

Recommendations

That the Council:

(a) Receives the Active Reserve Masterplans report and attachments.

(b) Endorses the attached Active Reserve Masterplans for Baypark, Blake Park and the Tauranga Domains as preferred options and notes the intention to propose funding allocations through the next Annual Plan and Long-term Plan to enable key actions.

(c) Approves moving to detailed design and project feasibility for the masterplans, including further engagement with stakeholders and mana whenua, and delegates to the Chief Executive or appointee to make further decisions on minor design amendments.

(d) Continues to work with Bay of Plenty Speedway Association towards the implementation of the Baypark masterplan, including consideration of options for relocation of their activities to a suitable alternative site.

(e) Endorses the following actions as priorities for early implementation between now and 2024/25, pending detailed design and feasibility and agreement of funding contributions through the Annual Plan and Long-term Plan:

(i) Enabling works at Baypark, including a new entrance from State Highway 29a and the repositioning of the Speedway pit area

(ii) Relocation of Tauranga Netball and essential supporting services from Blake Park to Baypark

(iii) Increased dedicated tennis court space provision at Blake Park

(iv) Provision of additional grass fields at Blake Park

(v) Demolition of the Mount Sports Centre at Blake Park and reuse of that space for additional carparking

(vi) Provision of additional formalised parking at Blake Park

(vii) Relocation of the athletics track and essential supporting services from Tauranga Domain to Baypark

(viii) Relocation of Tauranga Lawn Bowls and Tauranga Croquet Club from Tauranga Domains to alternative sites

Executive Summary

2. Tauranga’s network of active reserves provides multiple opportunities for community sport, recreation, events and high-performance training. The reserves are highly used and valued by our community. The network has grown incrementally over decades with play space and facilities being allocated in ways that made sense at the time but, in some cases, are now constraining greater and more diverse use. We are embarked upon a programme of work to improve the capacity and quality of the network, with improvements across a range of reserves underway.

3. Our premier active reserves – Baypark, Blake Park and the Tauranga Domains – have lacked integrated designs and clear visions for their future development. In order to maximise the community value that can be derived from those spaces as the city grows rapidly, we have developed an integrated set of outline masterplans that can guide short, medium and long-term investments by Council, and its partners.

4. Whilst each of the sites is expected to provide for a mix of community sport and recreation, high performance sport and events, the vision and emphasis differs at each site. This is summarised as:

(a) Blake Park – a field sports hub, with primary focus on community and high-performance sport, and a secondary focus on events.

(b) Baypark – a community sports hub, with a particular focus on indoor sports and outdoor non-field-based sports, and a secondary focus on events and high-performance sport.

(c) Tauranga Domains – a primary focus on events and a showcase for community and high-performance sports, with a secondary focus on community sports.

5. It is important to note that the remainder of the active reserves network, where we are implementing a programme of actions to increase capacity, will continue to prioritise community sport and recreation.

Image 1 below outlines the vision of the three masterplanned sites in the context of our programme of work across the active reserves network.

6. The set of outline masterplans are attached with this report. As part of the master-planning process, we have also identified a set of key moves that, between now and the end of 2025/26, will be the first major steps towards the visions for each site, and that will enhance the user experience for those sporting groups directly affected and other users of the sites. The key moves for each site are noted below.

7. Blake Park

(a) Relocation of Mount Playcentre to Golf Road Reserve.

(b) Relocation of Tauranga Netball from Blake Park to Baypark.

(d) Provision of additional playing fields at Blake Park for 2 x rugby fields and 1 x cricket oval in the space vacated by netball.

(e) Bay Oval pavilion extension.

(f) Demolition of the Mount Sports Centre, with the current uses of the hall being absorbed through planned investments in the indoor courts network and the potential for additional indoor courts and outdoor covered space at Baypark.

(g) Creation of a Destination Skatepark on the Hull Road/Maunganui Road site – for Summer 2023.

(h) Increases to the formalised parking provision onsite and remodelling of entranceways.

(i) Planting, cultural and aesthetic enhancements.

8. Tauranga Domains

(a) Relocation of the athletics track and supporting facilities to Baypark.

(b) Relocation of Tauranga Lawn Bowls to a suitable alternate site.

(d) Relocation of two tennis courts to the space vacated by croquet, enabling improved site access, circulation and events management.

(e) Improved site access and surfaces to enable better events staging.

(f) Development of the proposed Tauranga Community Stadium (pending business case).

Note that the moves are expected to be beneficial or neutral for those affected users once complete and are considered beneficial to the overall function and community use of the site, whether the Tauranga Community Stadium proceeds or not. For example, at the moment athletics use is regularly disrupted by events and by other sports clubs’ use of the site. Their relocation to Baypark will allow a dedicated space for track and field training and events.

9. Baypark

(a) Relocation of the Speedway pit area within the site, freeing-up space for additional community sports uses.

(b) Development of dedicated spaces and facilities for athletics and netball.

(c) A new primary entrance to the site from the State Highway 29a roundabout and associated improvements to parking, circulation and multi-modal accessibility.

(d) Planting, cultural and aesthetic enhancements.

10. It is important to note that whilst there will be inevitable disruption to affected stakeholders through the implementation of these actions, our provisional assessment is that the changes will be beneficial or neutral to those user groups, and that they are essential to the overall function of reserves as the city grows and seeks to meet its agreed community outcomes. We have engaged with over 30 stakeholders, along with mana whenua, through the process so far and will continue to do so as the masterplans move into detailed design, feasibility, and implementation phases.

11. With Council endorsement, our key next steps include:

(a) Detailed design across the three sites, including refinement of space allocations staging of works, mana whenua cultural narrative and design plans, vegetation plans and refinement of access plans.

(b) Feasibility and business case development for key moves, where necessary, including detailed cost assessments.

(c) Proposals for budget reallocations and, where necessary, increased budgets through the upcoming Annual Plan and Long-term Plan (LTP) processes.

(d) Implementation of key actions that can be achieved in the next 0-24 months.

12. Key deliverable actions over the next 24 months include –

(a) Relocation of the Mount Playcentre and demolition of the current building (underway)

(b) Extension of the Bay Oval Pavilion (underway)

(d) Development of new outdoor netball courts at Baypark and temporary supporting facilities

(e) Development of an athletics track at Baypark and temporary supporting facilities

(f) Enabling works for additional grass fields at Blake Park

13. We have identified an initial $18m of existing Active Reserves budget allocations across the LTP that could be deployed towards the identified key moves between now and 2025/26. Further Council funding, along with external funding will be required to fully enable these moves.

Background

14. On 23^rd May 2022, Council resolved to: –

(a) Undertake masterplans for Baypark, Blake Park, and the Tauranga and Wharepai Domains, with Bay Venues Limited and other key stakeholders; and

pending finalisation of those masterplans;

(b) Identify Baypark as the preferred location for a new Tauranga netball facility, consults and works with the Netball Association towards that objective;

(c) Work with Bay Venues Limited to explore options for the relocation of the Tauranga Domain athletics track and in doing so, consults with the Bay of Plenty Speedway Association about co-location and relocation options for a facility, subject to the community stadium development proceeding;

(d) Work with Tauranga lawn bowls and croquet to explore co-location and relocation options, subject to the community stadium development proceeding; and

(e) Continue to engage directly with affected parties, including existing users of the reserves, and with mana whenua and wider stakeholders as appropriate.

Engagement

15. The attached outline masterplans are the result of dedicated analysis and engagement with affected stakeholders. Over 30 stakeholders and users of the sites have been consulted through the process to date. Whilst some affected parties are averse to, or hesitant about the changes proposed, the majority are in favour. In addition, Bay Venues, Sport Bay of Plenty and Sport New Zealand and Priority One have expressed their support for the masterplans.

16. Mana whenua have been engaged through each of the outline masterplan processes and have expressed support. Through the detailed design phase, we will be creating specific design layers for each masterplan that reflect the cultural narratives of the sites and opportunities for their visual expression. We will also be exploring opportunities for greater involvement and participation of mana whenua in the activities on those sites.

17. Our view is that all the proposed moves will be beneficial (or at worst neutral) for the sporting groups directly affected and that the implementation of the masterplans will be significantly beneficial for our broader ambitions to enable our community to be more active, more often, to be able to participate in sports and recreation at high quality facilities, and to spectate at exciting and inspiring events. Implementation of the masterplans will be key to maximise the community value from these premier spaces and from our Active Reserves network as a whole. Further work is now required on the detailed design and implementation of the masterplans, and their key actions. Key stakeholder engagement will be ongoing through that phase.

18. The following sections summarise the vision for each of the outline masterplans, the full realisation of which can be delivered through Council partnerships with clubs and funding partners.

Blake Park

19. The vision for Blake Park is that its role as a premier community and high-performance field sports centre evolves and enhances further. A key benefit of the masterplan and its key moves are that it allows the field space to meet growing and currently competing demands, as well as significantly enhancing the scope and quality of facilities for community sports clubs and high-performance sports training and events.

20. Key features of the masterplan are as follows:

(a) The Bay Oval is further developed towards the vision for it to be New Zealand’s premier boutique cricket ground, with extension of the pavilion and development of a new indoor training centre for cricket and other sports.

(b) Community cricket will benefit from an additional cricket oval and a new pavilion as part of a co-located cricket and tennis clubroom facility.

(c) The Mount Tennis Cub will benefit from additional dedicated tennis courts, compensating for the loss of the shared netball/tennis courts, with new surfaces proposed for all courts.

(d) Community and high-performance and rugby are both provided with additional field space and improved turf quality, with two new sand-based grass fields and a new hybrid turf on the Gordon Tietjens field.

(e) The Mount Sports Club will be refurbished or rebuilt, providing additional squash courts and improved rugby facilities. Consideration will also be given to potentially integrate a rebuilt Adams Centre for High Performance as part of that development.

(f) Tauranga Hockey will benefit from an additional half-turf training pitch and new clubroom facilities.

(g) The new Destination Skatepark will be built at the junction of Hull and Maunganui Roads.

(h) Additional formalised carparking will be created at the Hull Road end of the park and at the Kawaka Street end, with the intention that there will be sufficient parking availability during busy event days. Multi-modal access will improve with planned interventions on Totara Street and Maunganui Road.

(i) Improvements to entranceways, pathways, planting and cultural storytelling with enhance the overall experience of the park.

(j) Events will continue to be held, where they are consistent with the vision for the park, or where they do not significantly disrupt regular agreed use.

Baypark

21. The vision for Baypark is that it becomes the premier location for non-field-based community sports and expands its role as an entertainment precinct, albeit with fewer major events. What is currently an underutilised outside space becomes filled with community sports and recreation options, where people stay for longer and have multiple activity options.

22. Key features of the masterplan are as follows:

(a) A new Netball Centre is built on the current Eastern carpark providing outdoor covered and uncovered courts with supporting facilities, with the covered facilities being adaptable to multiple sports.

(b) A new athletics centre is built, with high-quality dedicated track and field facilities, and supporting spectator and club facilities.

(d) A new regional Gymsports centre is constructed, housing multiple related codes, alongside indoor and outdoor climbing facilities.

(e) The Trustpower Arena is expanded to provide at least four additional multi-use indoor courts, providing much needed additional capacity and allowing larger community sports events.

(f) The speedway pit area is relocated within the site initially, with a preference for Bay of Plenty Speedway to relocate to an alternative site from no later than 2029. Work is ongoing with Speedway to explore alternative site options, alongside options for a reduced footprint at Baypark.

(g) A new primary entrance is constructed off the new SH29a roundabout, with redesigned access and movement options through the site. This will improve vehicle access and the Bay of Plenty Regional Council has advised it will improve public transport viability as it enables quicker access and exit for buses. Walking and cycling access to the site will also improve with the SH29a pedestrian bridge and planned works along Truman Lane.

(h) The overall user experience of the park is enhanced with outdoor play features, mana whenua historical storytelling and visual imagery, planting and walkways.

Tauranga Domains

23. The vision for the Tauranga and Wharepai Domains is that they become the city’s premier events spaces as part of a transformed city centre. Pending its business case process, the Tauranga Community Stadium would become the centrepiece of the Domain, showcasing community and high-performance sport, and major cultural events. With or without the Tauranga Community Stadium, the majority of the actions identified in the masterplan would be recommended as they enable improved use of the space and more sustainable outcomes for the affected sports clubs.

24. Key features of the masterplan are as follows:

(a) A new community stadium, with a hybrid turf playing surface, providing for community and events use, with Tauranga Lawn Bowls, Tauranga Croquet Club and the athletics track relocate to suitable alternative sites. Development of a new multi-sport clubrooms in the North-eastern corner of the stadium.

(b) New entrance on Hamilton Street with circulation round the site behind the tennis courts, enabled by moving two tennis courts, along with new hardstand surfaces and parking to enable events logistics and people movements, and improved carparking for Tauranga Lawn Tennis Club.

(d) Hybrid turf and reconfiguration of Wharepai Domain to enable higher grass sports use and events.

(e) Improved events staging sites and storage.

(f) A new ‘woodland style’ playground under the area of mature trees.

Financial Considerations

25. The implementation of the identified key moves is expected to lead to requests for additional Council funding through the upcoming Annual Plan and LTP processes. $18m of existing Active Reserves funding has been identified that could be reallocated towards the proposed actions, without compromising the agreed programme of work to increase network capacity. External funding applications are also planned.

Legal Implications / Risks

26. An initial assessment of legal implications and risks has not given rise to significant concerns in relation to the proposed resolutions. The primary legal and risk issues relate to the lease arrangements of users of the sites. Further assessment of legal implications and risks will be undertaken through the detailed design and feasibility stages.

Significance

27. 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.

28. 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; and

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

ENGAGEMENT

30. Taking into consideration the above assessment, that the proposal is of medium significance, officers are of the opinion that no further engagement is required prior to Council making a decision

Next Steps

31. Detailed design across the three sites, including refinement of space allocations staging of works, mana whenua cultural narrative and design plans, vegetation plans and refinement of access plans.

32. Feasibility and business case development for key moves, where necessary, including detailed cost assessments.

33. Proposals for budget reallocations and, where necessary, increased budgets through the upcoming Annual Plan and LTP processes.

34. Implementation of key short-term deliverable actions.

Attachments

1. Active Reserve Masterplans - Baypark, Blake Park, Tauranga Domains - A14053956 ⇩

2. Netball Support Letter - A14053957 ⇩

3. Athletics Support Letter - A14053953 ⇩

4. Tauranga Athletics Support Letter - A14063296 ⇩

Ordinary Council meeting Agenda

3 October 2022

11.6 Adoption of Community Centres Action & Investment Plan

File Number: A13460064

Author: Ross Hudson, Team Leader: Planning

Authoriser: Barbara Dempsey, General Manager: Community Services

Purpose of the Report

1. Adoption of the Community Centres Action & Investment Plan and Gate Pā Community Centre Feasibility Study.

Recommendations

That the Council:

(a) Receives the report “Adoption of Community Centres Action & Investment Plan”;

(b) Adopts the Community Centres Action & Investment Plan;

(c) Endorses the Gate Pā Community Centre feasibility study and supports progress of the project to its detailed design and implementation phases;

(d) Notes that amendments to current budget allocations for community centre investments will be proposed through the 2023/24 Annual Plan and the 2024/34 Long Term Plan.

Executive Summary

2. The people of Tauranga have a wide range of needs and interests, and a desire for social connection, that can be met through activities and interactions at community centres. Recent surveys and rapidly increasing booking numbers have confirmed their value to the community. People have told us they want access to friendly and inviting community centres that support community wellbeing, with a wide range of activities and programmes on offer.

3. While the city’s population is rapidly growing and diversifying, community centre provision and management has not kept pace. Tauranga has a very dated set of community halls, such as Greerton Hall and Tauriko Hall, that provide bookable space for community groups, and one or two more modern community centres, such as the Arataki Community Centre that provide a mix of multi-use spaces, onsite management, and curation of activities.

4. The Community Centres Action & Investment Plan (the Plan) sets out priority investments across the network of facilities and neighbourhoods and a management approach based on best practice established through national and international benchmarking. Key features of the plan include:

(a) A mixed model approach to facility provision that accounts for the varying needs of communities across the city and the availability of existing community spaces.

(b) Greater emphasis at the network and neighbourhood scales on community involvement in our centres and halls, with better resourcing of new centres, including in-centre management and programming of activities.

(c) Early Council and external funding partner investment in new ‘local community centres’ in Merivale (to be open by May 2024) and Gate Pā (to be open by Summer 2025), and for the facilities to be Council owned but managed by local community trusts.

(d) Investment in the network of facilities over the next 0-15 year period, taking account of population growth and facility condition, with priorities including:

(i) Merivale Community Centre redevelopment

(ii) Gate Pā Community Centre development

(iii) a new community hub space as part of He Puna Manawa (the new Central Library)

(iv) refurbishment of the Golf Road Reserve community building and consideration of the extension of Arataki community centre

(v) new ‘suburban hub centres’ in Wairākei and Tauriko West

(vi) redevelopment of Welcome Bay community centre (and hall)

(vii) a new centre in Greerton, replacing the current Greerton Hall

(viii) a new ‘local community centre’ in Brookfield.

5. Most of the proposed investment already has allocated budgets. Budget adjustments will be proposed through the upcoming Annual Plan and Long Term Plan.

6. In addition to the above, and noting the financial support given to marae by some other councils, the Plan recommends that Council staff work with Te Rangapū Mana Whenua o Tauranga Moana and marae trusts to explore options to provide support to marae for facility improvements, acknowledging the similar role marae play to community centres for mana whenua.

7. It also identifies the need to undertake feasibility studies to explore the value of a ‘multi-cultural centre’ and a ‘youth centre’, or the potential to co-locate spaces with that particular focus alongside other facilities. Those feasibility studies are underway and respond to proposals put to Council through the Long Term Plan. Dependant on the outcome of these two feasibility studies in 2022/23, budget adjustments may be proposed through the Long Term Plan.

8. The Plan’s development has been informed by extensive stakeholder engagement and community surveys. As such, it is recommended that Council adopt it without the need for further specific public consultation beyond that proposed for the refreshed Strategic Framework as a whole. It will sit within the suite of Action & Investment plans, under the Our Public Places Strategic Plan.

Background

9. The Plan (Attachment 1) is built on research, analysis, community surveys, engagement with community groups, centre managers, Te Rangapū Mana Whenua o Tauranga Moana, and was developed in partnership with Bay Venues.

10. It presents an approach to investment and management that aims to provide consistency at the network level through a guiding set of principles, resourcing of oversight of the network and a geographically networked approach to provision of spaces. At the same time, it acknowledges the varying needs of our communities and neighbourhoods and the distribution of existing community centres, halls, social service centres and other bookable spaces such as churches.

11. So, it adopts a ‘mixed model’ approach with facility investment determined by the catchment and communities served and by the other community spaces available in the area. Three main models of community centre are proposed –

(a) ‘suburban hub centres’ that will be located where they can serve broad catchments, and managed by Bay Venues (e.g. Wairākei, Tauriko West);

(b) smaller ‘local community centres’ located particularly in neighbourhoods with higher community development needs (e.g. Merivale, Gate Pā, Welcome Bay); and

(c) ‘neighbourhood facilities’, with some neighbourhoods retaining the existing community halls, where their condition and spaces are considered to be sufficient in the medium to long term (e.g. Matua Hall).

12. The primary shift in management approach is towards greater emphasis on onsite management and programming, with new centres intended to operate more like Arataki Community Centre and charitably run local community centres , and less like the old community halls. This approach will roll out with the provision of new neighbourhood and suburban centres over the coming years, with Bay Venues also adapting its current management approach to enable greater community involvement and programming of spaces.

Gate Pā Community Centre

13. Through the Long Term Plan, Council was approached on behalf of the Gate Pā – Pukehinahina community by Accessible Properties NZ Ltd with a proposal to use two of their properties at the entrance to Anzac Park as the location for a new community centre. Alongside development of the Action & Investment Plan, we undertook a feasibility study for a new centre in that location, taking a community co-design approach and working in partnership with mana whenua representatives.

14. The feasibility study (Attachment 2) and the Plan recommend the early development of a new centre on those sites, providing a physical and social anchor for a socio-economically deprived community as it undergoes significant intensification and social change over the coming years. We will be proposing to bring forward a ‘bulk fund’ community centres budget through the upcoming Annual Plan to deliver that project, which is entering its detailed design and consenting phase now. The intention is to acquire the land from Accessible Properties NZ Ltd, for which additional budget may be required. The new centre will be owned by Council, with the management model being established through the detailed design phase.

Strategic / Statutory Context

15. The Plan will form part of Council’s new Strategic Framework, positioned under the Our Public Places Strategic Plan (under development) and the broader community outcome of a Well-planned city.

Financial Considerations

16. Budgets for investment in community centres were allocated through the 2021/30 Long Term Plan, based on the Community Facilities Investment Plan (2021). The Community Centres Action & Investment Plan amends some of those investment priorities. The funding requirements and timing of investments will be refined through the development of the 2023/24 Annual Plan and the 2024/34 Long Term Plan.

17. The identified top nine priorities are currently estimated to cost in the region of $55m, of which $47m is currently budgeted in the LTP. Budgets will be refined through the development of the 2024/34 Long Term Plan. External funding contributions are expected to be available towards several of these projects.

18. Note also that our intention is also to create a Community Centres component to the Development Contributions policy to reflect the role that new and redeveloped Centres will play in providing for population growth. If adopted, that would reduce the rates-funded component. This will be addressed through the upcoming Long Term Plan process.

Legal Implications / Risks

19. There are no identified legal implications.

Consultation / Engagement

20. We have engaged extensively with the community, mana whenua and stakeholders through the development of the Plan. It builds on the Community Facilities Investment Plan that was consulted on through the 2021-2031 Long Term Plan. No further consultation is considered necessary at this stage.

21. The Gate Pā Community Centre Feasibility Study was developed through a community co-design process.

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 matter.

24. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the matter is of low significance.

ENGAGEMENT

25. Taking into consideration the above assessment, that the matter is of low significance, officers are of the opinion that no further engagement is required prior to Council making a decision.

Next Steps

26. Next steps for the Plan’s implementation include the following –

(a) Design and delivery of the Merivale Community Centre by May 2024

(b) Design and delivery of the Gate Pā Community Centre by Summer 2025

(c) Feasibility studies exploring the need for youth centres and multi-cultural centres (or specialist spaces attached to other facilities)

Attachments

1. Community Centres Action & Investment Plan, 2022 - A14031541 ⇩

2. Gate Pa Community Centre Feasibility Assessment Report July 2022 - A13978533 ⇩

3. CCAIP - LTP Priority Investments - A14024081 ⇩

Ordinary Council meeting Agenda

3 October 2022

11.7 Temporary Alcohol Free Areas for the Summer period

File Number: A13874170

Author: Jane Barnett, Policy Analyst

Jenna Quay, Events Facilitation Manager

Authoriser: Barbara Dempsey, General Manager: Community Services

Purpose of the Report

1. To approve the temporary alcohol-free areas for the 2022/23 summer period.

Recommendations

That the Council:

(a) Receives the report "Temporary Alcohol Free Areas for the Summer period".

(b) In accordance with section 147B of the Local Government Act 2002, agrees that the proposed temporary alcohol-free areas are appropriate and proportionate in the light of the evidence; and justified as a reasonable limitation on people’s rights and freedoms.

(c) Resolves under clause 8 of the Alcohol Control Bylaw 2018 to implement a temporary alcohol-free area between the hours of 9pm and 7am for all beaches, reserves and public places on the seaward side of Marine Parade (eastwards from its intersection with Grove Avenue), Oceanbeach Road and Maranui Street and Surf Road from 21 October 2022 to 2 April 2023.

(d) Resolves under clause 8 of the Alcohol Control Bylaw 2018 to implement temporary alcohol-free areas to support events across Tauranga as follows:

Fergusson Park	Fergusson Park including Tilby Drive from the intersection of Tainui Street and Waratah Street (all inclusive) from 10am, 31 December 2022 to 6am, 1 January 2023.
Gordon Spratt Reserve	Gordon Spratt Reserve and Alice Way (all inclusive) and Parton Road (between Tara Road and Papamoa Beach Road) from 10am, 31 December 2022 to 6am, 1 January 2023.
Tauranga Racecourse Reserve	Tauranga Racecourse Reserve from 10am, 31 December 2022 to 6am, 1 January 2023.
Soper Reserve	Soper Reserve and Newton Street (all inclusive) from 10am to midnight, Saturday 11 March 2023.
Marine Park	Marine Park, Cross Road (from Mirrielees Road), and Keith Allen Drive (all inclusive) from 6am to midnight 25 February 2023.

(e) Resolves under clause 8 of the Alcohol Control Bylaw 2018 to implement temporary alcohol-free areas surrounding Trustpower Baypark from 10am, 31 December 2022 to midnight, 6 January 2023 as follows:

Proposed alcohol-free area for key events at Trustpower Baypark
Girven Road	From Gloucester Road to State Highway 2
State Highway 2	From Girven Road to Sandhurst Drive
Te Maunga Lane	All inclusive
Truman Lane	All inclusive
Mangatawa Link Road	All inclusive
State Highway 29A	From Truman Lane to the intersection with State highway 2 (including the roundabouts)
Gloucester Road	From Eversham Road to Girven Road
Eversham Road	All inclusive
Tudor Place	All inclusive
Palliser Place	All inclusive
Harrow Place	All inclusive
Exeter Street	All inclusive
Lambeth Terrace	All inclusive
Dover Place	All inclusive
Weymouth Place	All inclusive
Eversham Road Reserve	All inclusive
Kingsley Place	All inclusive
Penrhyn Place	All inclusive
Ernie Way	All inclusive
Hadleigh Reserve	All inclusive

(f) Clarifies that during the period from 26 December 2022 to 6am on 6 January 2023, a temporary alcohol-free area is in place, 24 hours a day, seven days a week, for:

(i) All beaches, reserves and public places on the seaward side of Marine Parade (eastwards from its intersection of Grove Avenue to its intersection of Tweed Street);

(ii) Omanu Surf Club and car park area; and

(iii) Waiariki Street.

Executive Summary

2. The Alcohol Control Bylaw 2018 (the Bylaw) provides for Council to resolve temporary alcohol-free areas where no person is allowed to bring in, possess, or consume alcohol in a public place for a specified time and/or event (temporary alcohol-free area).

3. This report seeks Council approval for temporary alcohol-free areas to support a consistent approach to alcohol use at the beach over the summer period and the safe hosting of a number of events across Tauranga.

Background

4. The purpose of the Bylaw is to control the consumption of alcohol in public places to reduce potential alcohol-related harm. As well as setting out permanent alcohol-free areas, clause 8 of the Bylaw states Council may, by resolution, prohibit the consumption, bringing and possession of alcohol on or in a public place for a time period and/or event specified in that resolution (temporary alcohol-free area).

5. Each year temporary alcohol-free areas are put in place around a number of events across the city. This supports the Police to manage any potential alcohol-related disorder and helps minimise the risk of alcohol related harm at and around these events.

6. Temporary alcohol-free areas are proposed for the coastal strip (as illustrated in attachment A) over the summer period (Labour Weekend to first weekend of April), and to support Council’s community events.

Summer Period

7. A temporary alcohol-free area (attachment A) is proposed between 9pm and 7am, seven days a week, effective from Saturday 21 October 2022 until Sunday, 2 April 2023, for:

· All beaches, reserves and public places on the seaward side of Marine Parade (eastwards from its intersection of Grove Avenue), Oceanbeach Road and Maranui Street.

· Surf Road.

8. This area has been an alcohol-free area over the past four summer periods. It was first put in place in 2018 in response to evidence from the Police who received 14 calls for service in this area between October 2018 and November 2018. During the period of the ban, there were two calls of service to the Police. Police reported that the temporary ban had the desired effect and assisted when calls for service were received.

9. Police support the continuation of the proposed temporary alcohol ban as it provides them with an early intervention tool to help reduce potential alcohol-related crime and disorder in this area.

10. There is some overlap in the alcohol-free areas within Schedule 2 of the Bylaw and the alcohol-free areas specified above.

11. To avoid any confusion and clarify the conditions of the alcohol-free areas for the community, it is recommended that Council resolve that:

During the New Year period a temporary alcohol-free area is in place 24 hours a day, seven days a week for;

· All beaches, reserves and public places on the seaward side of Marine Parade (eastwards from its intersection of Grove Avenue to its intersection of Tweed Street);

· Omanu Surf Club and car park area; and

· Waiariki Street.

12. This clarifies that the New Year’s 24-hour ban supersedes the summertime and permanent night-time bans over the New Year period.

Events

13. To support operational planning and safety Police have asked Council to support temporary alcohol-free areas at:

· two concerts on public open spaces;

· New Year’s Eve community events across the city; and

· events over the holiday period at Trustpower Baypark.

14. This enables NZ Police to support the community celebrations and concerts and minimise any potential alcohol related crime and disorder. A letter from the NZ Police requesting the temporary alcohol-free areas is attachment B.

15. The tables below sets out the proposed temporary alcohol-free areas.

Fergusson Park	Fergusson Park including Tilby Drive from the intersection of Tainui Street and Waratah Street (all inclusive) from 10am, 31 December 2022 to 6am, 1 January 2023.
Gordon Spratt Reserve	Gordon Spratt Reserve and Alice Way (all inclusive) and Parton Road (between Tara Road and Papamoa Beach Road) from 10am, 31 December 2022 to 6am, 1 January 2023.
Tauranga Racecourse Reserve	Tauranga Racecourse Reserve from 10am, 31 December 2022 to 6am, 1 January 2023.
Soper Reserve	Soper Reserve and Newton Street (all inclusive) from 6am to midnight, Saturday 11 March 2023.
Marine Park	Marine Park, Cross Road (from Mirrielees Road), and Keith Allen Drive (all inclusive) from 6am to midnight 25 February 2023.

16. Temporary alcohol-free areas are not required for the community celebrations planned for the Tauranga City Centre and Blake Park, Mt Maunganui. These event sites are within an existing alcohol-free area.

17. A temporary alcohol-free area, covering the streets identified below is proposed from 10am, 31 December 2022 to midnight, 6 January 2023 to support NZ Police during the concerts that are taking place at Trustpower Baypark between these dates.

Girven Road	From Gloucester Road to State Highway 2
State Highway 2	From Girven Road to Sandhurst Drive
Te Maunga Lane	All inclusive
Truman Lane	All inclusive
Mangatawa Link Road	All inclusive
State Highway 29A	From Truman Lane to the intersection with State highway 2 (including the roundabouts)
Gloucester Road	From Eversham Road to Girven Road
Eversham Road	All inclusive
Tudor Place	All inclusive
Palliser Place	All inclusive
Harrow Place	All inclusive
Exeter Street	All inclusive
Lambeth Terrace	All inclusive
Dover Place	All inclusive
Weymouth Place	All inclusive
Eversham Road Reserve	All inclusive
Kingsley Place	All inclusive
Penrhyn Place	All inclusive
Ernie Way	All inclusive
Hadleigh Reserve	All inclusive

18. In accordance with the legislation, the proposed temporary alcohol-free areas are proportionate responses and place reasonable limitations of people’s rights and freedoms. The time periods for the proposed alcohol-free areas reflect the time period of concern for alcohol related crime and disorder.

Strategic / Statutory Context

19. The proposed temporary-alcohol free areas are consistent with the purpose of the Bylaw to reduce alcohol-related harm in our community.

Options Analysis

20. The table below outlines the advantages and disadvantages of approving the temporary alcohol-free areas.

Option

Advantages

Disadvantages

Approve the temporary alcohol-free areas

(recommended)

· Police are better enabled to successfully limit alcohol harm and manage public disorder in public places at events and along the coast over the summer period.

· Police are provided with an additional tool to assist in the provision of a safer environment for the community.

· The community can enjoy a safer environment in these areas and when attending events.

· Some residents and visitors may view the proposed temporary alcohol-free areas as being too restrictive.

Do not approve the temporary-alcohol free areas

· Nil

· The ability of the NZ Police to successfully limit alcohol harm and manage public disorder in public places and at events would be reduced.

Legal Implications / Risks

21. The proposed temporary alcohol-free areas reduce the risk of increased alcohol harm and public disorder.

22. A minimum of 14 days public notice of the temporary alcohol-free areas must be made for the Police to have the power to enforce the temporary alcohol-free areas (s170 LGA 02).

Consultation / Engagement

23. As clause 8 of the Bylaw provides Council with the power to put in place temporary alcohol-free areas, public consultation is not required. Public consultation was carried out when the Bylaw was developed.

24. Staff have worked with the Police to determine the proposed temporary alcohol-free areas. Although Council have the power to make the bylaw and put in place the alcohol-free areas it is the Police that enforce these.

Significance

25. 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.

26. 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 decision.

27. In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the decision is of low significance.

ENGAGEMENT

29. Taking into consideration the above assessment, that the decision is of low significance, officers are of the opinion that no further engagement is required prior to Council making a decision.

30. If Council decides to approve the proposed temporary alcohol-free areas all residents in the temporary alcohol-free areas surrounding the events will be informed by email or letter.

31. All of the temporary alcohol-free areas will be set out on Council’s website. Each event organiser or venue will include the information in their resident letter drops.

Next Steps

32. In accordance with the Bylaw, public notice will be given prior to the temporary alcohol-free areas taking effect and Council will erect signs to inform people of the temporary alcohol-free area. This will ensure Police can exercise the power of search under the LGA 02.

Attachments

1. Alcohol-Free Areas Coastal Map - A13979194 ⇩

2. Police Letter for Temporary Alcohol-Free Areas 2022/23 - A13979223 ⇩

[1] A peppercorn ground lease refers to a very small or nominal annual payment.

[2] Names have been redacted in accordance with the privacy statement outlined in the consultation material.


AGENDA Ordinary Council meeting Monday, 3 October 2022
I hereby give notice that an Ordinary Meeting of Council will be held on:
Date:	Monday, 3 October 2022
Time:	to start at the conclusion of the Strategy, Finance & Risk Committee meeting
Location:	Bay of Plenty Regional Council Chambers Regional House 1 Elizabeth Street Tauranga
Please note that this meeting will be livestreamed and the recording will be publicly available on Tauranga City Council's website: www.tauranga.govt.nz.
Marty Grenfell Chief Executive

Chairperson	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.