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

4.1         Acceptance of late items - Memorial Park aquatics and indoor courts update

Resolution  CO4/23/1

Moved:       Commissioner Shadrach Rolleston

Seconded:  Commissioner Bill Wasley

That the Council

(a)     Accepts the following late item for consideration at the meeting:

•     Memorial Park aquatics and indoor courts update

The above item was not included in the original agenda because it was not available at the time the agenda was issued, and discussion cannot be delayed until the next scheduled meeting of the Committee because a decision is required in regard to this item.

Carried

7.1         Minutes of the Council meeting held on 20 March 2023

Resolution  CO4/23/2

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Shadrach Rolleston

That the minutes of the Council meeting held on 20 March 2023 be confirmed as a true and correct record.

Carried

10.1       Re-purposing of the City Centre Development Incentive Fund

Staff          Gareth Wallis, General Manager: Central City Development

Key points

·        A report was tabled broadening the scope of the framework over a period of transformation and growth and providing detail on how to make the funding available for use.

·        Three grants had been made from the original fund in the past 12 months with no further applications coming to hand under that framework. 

In response to questions

·        In response to negative comments received regarding short term parking for trades people, the need for more living in city and disruption that businesses would face, it was noted that the fund could open up other possible avenues. 

·        Staff parking was a big issue and there was an opportunity to do different things when responding to the needs of businesses within the city.  Staff were talking to businesses to get a feel for what was needed in the way of support over the next few years.

·        Recent comments regarding the increase in crime in the city centre had been followed up with the police who had noted that there was nothing in their statistics for the last five years to support these comments.  There was possibly a decrease in crime with the changes in the transport hub and centre city bus shelters.

·        Regarding the safety concerns with hospitality staff working late and not being able to park close to their place of employment, it was noted that the transport team were currently looking at this issue.

·        The Spring Street and Elizabeth Street parking buildings where staff could safely park were free on Saturday and Sunday, and extending this to also include Friday night was being considered.

·        Two studies under the previous framework were still live opportunities. The original programme would continue with support being given to get these across the line.

Discussion points raised

·        It was requested that the frequency of reporting back be three monthly not six as indicated in the report.

Resolution  CO4/23/3

Moved:       Commissioner Shadrach Rolleston

Seconded:  Commissioner Bill Wasley

That the Council:

(a)     Receives the report "Re-purposing of the City Centre Development Incentive Fund".

(b)     Acknowledges the endorsement of the Strategy, Finance and Risk Committee.

(c)     Approves broadening the scope of the City Centre Development Incentive Fund to enable a wider range of initiatives that will support the ongoing growth and development of the city centre, specifically to:

·    attract and incentivise the development of residential and in particular, student accommodation;

·    support short- to medium-term tactical parking interventions that will increase the availability of car parking;

·    generate initiatives that will support city centre businesses that are severely impacted by the current period of construction disruption; and

·    support increased activation and vibrancy.

(d)     Delegates approval of expenditure from the fund to the Chief Executive

Carried

Attachments

1       Council - 3 April 2023 - Tabled item - Appendix 1 - City Centre Development Incentive Fund Framework

11.1       Council-Controlled Organisations' Half Yearly Reports to 31 December 2022

Staff          Gareth Wallis, General Manager: Central City Development

Sanjana France, CCO Specialist

External    Chad Hooker - Chief Executive - Bay Venues Limited

Julie Hardaker - Deputy Chair - Bay Venues Limited

Wayne Werder - Trustee, Tauranga Art Gallery

Sonya Korohina - Director, Tauranga Art Gallery

Megan Cleverly - Tauranga Art Gallery

Oscar Nathan - General Manager - Tourism BOP

Russ Browne - Director - Tourism BOP

Tauranga Art Gallery

Key points

·        Acknowledged the contribution Council made to the gallery financially and the wider support given as a CCO.

·        Acknowledged Stephen Cleland’s contribution while Director, welcomed Sonya Korohina as new Director and noted appreciation to Megan Cleverly for her interim role.

·        Challenged selves on what the gallery did and why they did it as a reset throughout the whole gallery. Resulted in the delivery of enhanced education and public programmes and meaningful engagement for everyone coming into the gallery.

·        Revenue questions included how to bring more people into the gallery.

·        Introduction of the Squiggla programme in which a family produced collaborative art for the family home. 

·        Education programmes linked to the gallery were diverse and realigned with the new school curriculum. 

·        The ArtBus was essential to the gallery and was free for schools and linked in with the library on education classes.  There were 63 shared classes last year which were chosen by the schools.

·        Zinefest and the Tauranga Art Festival were very popular, as were the artists workshops where the artists engaged with attendees. 

·        New initiatives included Yoga before 10 am and A Night at the Museum.  These were exciting programmes which challenged staff and participants.

·        Covid played a major part in reduced visitor numbers, but with a new educator appointed in January, classes would increase and KPI numbers would be achieved this year.  Visitors coming in the door had increased threefold with the number of cruise ships and tourists in the region.  Front of house staff were also going out to attract people into the gallery.

·        The calibre of exhibitions included Maraea Timutimu from Matapihi and Ayesha Green, a recipient of the prestigious Ryder Art prize, both of which showed a part of the wider eco system and gave opportunities to the artists to uplift their mana.

·        Partnered with mana whenua on the development of a Māori engagement strategy which was now being formalised and implemented. 

·        Moving forward with other stakeholders in a cohesive way as partners would also be worked on.

·        Looked forward to the development of Te Manawataki o Te Papa and joining a rich cultural precinct and, while this would come with challenges, TAGT was ready.

In response to questions

·        20% revenue growth was agreed to in the Statement of Intent; an increase would become a target to achieve with the changes and would include funding applications and sponsors coming on board.

·        The ArtBus was free as it was funded from grants and Council funding.

·        School programme charges included $1 for resources and $3 for funding.

·        There would be opportunity for events being held to increase once the gallery upgrade had been completed and it opened out onto Masonic Park.

·        There were a number of different ethnicities within the city and currently often the first point of contact was through the youth education programmes and through the schools; it was hoped that this would inspire children to bring mum and dad into the gallery.  Family fun days were held and newsletters sent out.  The Gallery was continuing to do more to ensure they were engaging as fully as they could with all groups in the city and surveys were run to identify who was coming through the door.

·        It was noted that Council was working through a sustainability plan, with a focus on leadership with sustainability in energy use and transport, and it was suggested that the gallery connect into this work to see how they were doing as an organisation.

·        The financial deficit was partly because of Covid, inflation and reduced revenue from goods and services.  The Board would be paying close attention to the core costs of running the gallery and the financial and other challenges to provision of showstoppers to bring people into the gallery.  Members realised that running at a deficit was not sustainable and would work to a budget of sustainability.  They realised that there was a limit to how much could be charged but were committed to the long term and a successful gallery. 

·        It was noted that the current asset figure of $13.6m included collection items owned by the gallery.  Further details could be provided.

Bay Venues Limited

Key points

·        The business had stabilised well over the past 12 months coming out of Covid and was tracking well. 

·        The Funky Funday Programme received an award from the NZ Recreation Association.

·        While some concerts had to be cancelled, those that were able to proceed went well.

·        A massive event programme had been undertaken over the summer period. 

·        The Greerton aquatic centre had re-opened late last year, and, with the new facilities and the non-summer weather, record days were recorded with lots of activities taking place. 

·        Collaboration across city with events - the World Squash tournaments with glass squash courts and full digital screen imagery were sold out  and broadcast all over the world.  This was done in partnership with the TCC events team and Tourism BOP who came together to put on an amazing event demonstrating the strong relationship with Council and fellow CCO’s.

·        Visitor numbers were bouncing back and getting close to pre-Covid levels.

·        There were increased costs coming through in the current environment, but they were tracking ahead of budget over the last few months and expected to be tracking even better for the end of year.

·        Customer satisfaction was 88%, but with more people using the facilities it was more challenging to reach the satisfaction level.

·        Objectives for the year had either been completed or were on track. A customer experience programme was about to start and there was still work to do with mana whenua changes in leadership.

·        The user fees review was still to be finalised.

·        There was a positive energy within the organisation at present at both Board and staff level, with partners and key customers, so were in a good place to deliver services to the community. 

·        The Board was in a positive place and had settled in well, but were still on a journey with new challenges.  Both the Board and management were looking forward to the board review to ensure expectations were being met.

In response to questions

·        Commissioners were delighted with the energy and positiveness of the activity and noted the importance of the community focus the board members had brought.  The positive feedback from community organisations indicated BVL was on track in terms of what the Council was aiming to achieve.

·        Access to the new offramp by Baypark would hopefully be completed by the end of May and Truman Lane would revert to two lanes allowing better access to the stadium.

·        It was noted that for the upcoming Long-term Plan the Commissioners wanted a realistic view of each facility so that they could gain a true understanding of the long-term life of each service.

·        Staffing was a challenge, especially with lifeguards where BVL had struggled with numbers for two years.  With Baywave due to re-open this week there would be more pressure on as staff were brought back to that facility.  There were a few occasions when one of the smaller centres had to close to allow a larger facility to open.  They would continue to prioritise this, but Covid could still affect staff from the same facility at the same time.  They were constantly recruiting and working hard to retain staff and to promote life guarding as a career option. 

·        The makeup of staffing included two thirds of the 375 staff being either part time or casual.  There were a lot of students so the expected turnover was higher than other businesses.  While the staff turnover was tracking higher than wanted, turnover had dipped down again and hopefully this would continue to trend in the right direction.  Paying the living minimum wage, staff benefits and staff referral programmes were making a difference.

·        Congratulations was offered on the 88% satisfaction level.  It was noted that the team were incredibly passionate about what they did and do it because they love the interaction with the community.

·        The Commissioners noted that the facilities were relied on and used by a whole range of people within the community and were key to each of those areas.

·        The Board was intending to talk about the speedway and Baypark next month.  There were three workstreams -  how efficient could it be, incorporating other uses and what did the long term future look like.  Work would be undertaken around understanding the cost of looking after the facility over the next 20 years as no money had been spent on it in the 20 years it had been there.  Deferred maintenance and renewals were required.

BOP Tourism

Key points

·        Acknowledged that the Council wanted each of the CCOs to get on better with the other CCOs and they had been working hard to do that, partnering together and getting to know one another so they were all on the same page wanting more and better for Tauranga.

·        Summer photo shoots taken were leading into summer partnering with TCC and to help with brand work.

·        Progress against KPIs was on track for the majority and only one risk.  The horticultural strategy was gaining momentum and they were pushing ahead with that.  A lot of smaller rather than larger events had been held through Covid.

·        The Wellbeing survey was not yet in place but was progressing. Social wellbeing and resident perception of tourism could be improved; TBOP was influencing and directing as much as possible but there was still work to do on cruises and promotions.  This was part of Council’s survey undertaken three times a year.

·        The visitor and domestic spends were improving with tourism this year but, due to false summer and bad weather events, spend had not been as buoyant as it had in the past.

·        The international spend was up 27% with some of the forecasts having been revised back.  The reality was there was a global recession looming, wars, increased supply costs and inflation.  Inbound travel was expected to return to 100% pre-Covid levels in 2025.  

·        TBOP was working hard with elevating a cultural tourism proposition to identify and fit in with the framework of Te Manawataki o Te Papa and other Council projects, and to fulfil their commitment to working with the Takawaenga team.  They were keen on partnering with mana whenua and not doubling up. 

·        The cruise season was from 15 October to 8 April with 105 ships coming on 80 ship days.  They had come through relatively unscathed, working with the transport team and the Mount businesses in terms of events on any of the days.  They also worked in partnership with others to get the ferry service established and were looking at it as an ongoing option to get traffic off the roads.

·        The return of the cruises gave a perception rating of 76% of residents either welcoming or very welcoming; there was a feel good factor and people liked seeing the ships in the harbour.

·        In terms of the environment, the regenerative sustainable programme continued, and the green room programme was starting to circle back to the Tauranga moana again.  BOPRC also supported the programme.

·        There was an expectation to end the year in the financial position as predicted.  Some items were stalled until the end of year as they were waiting for markets to reopen, but it should even out by 30 June 2023.

·        Cash on hand included receiving some income in advance of finishing on 30 June 2023.  There were a number of programmes to be delivered when the borders closed with cash being received in advance. There was also a regional events fund for events around the Pacific Coast highway which they had received funding for to release out to the regions.

·        Two Directors would be moving off term and two new ones appointed. The Board was settled and worked as a good team, and staff were looking forward to working with the new appointments who would bring new insight into the board.

In response to questions

·        Commissioners noted that the imagery did not depict a great understanding that Tauranga was the fifth largest city in NZ and noted the importance of portraying it as a big city; while Mauao and the coast were important they also needed to show people and houses.  In response it was noted that would occur in time by partnering with TCC Communications and Events teams, Bay Venues and Priority One and others; together they would develop more diverse imagery.  Photoshoots were done quarterly and when next done, they would include more with a cityscape.

·        Commissioners noted that Downtown Tauranga had been alerted that Council was looking at potential for bus and ferry park and ride areas. 

·        Most events within the Flavours of Plenty festival had sold out, but some of the smaller restaurant participation had dropped off. While the show went ahead, some staff had Covid before and throughout the festival.  There were many events and some had worked with new sponsors who had come on board this year. 

·        The visitor spend was realised in the city centre, the Mount and Papamoa, with the Mount getting the most.  Mount Main Street had shared their numbers and could be provided as information to the Commissioners,

·        The international visitor spend was higher than pre-Covid as there was deferred demand following Covid with people wanting to engage with friends and family and wanting to travel.  This would dip from now to the end of the year.   

·        In response to a query in relation to valuing the environment and the green room initiative, this was funded predominately through the BOPRC Community Initiatives fund.  The goal was to reach 100 businesses across the region, and they were currently at 60, with 40 expected next financial year .  The feedback had been positive with the participants collaborating with others in the same type of business, measuring carbon footprints, looking at financial stability, providing a greater visitor experience and considering how to give back to the community.  The local connectivity, and working with Envirohub and Priority One, had helped to spread it across the region. 

·        Getting the100 businesses in the green room initiative created branding-related opportunities, created a mechanism to promote what was happening, and a long-term revenue stream to keep the ball rolling for financial support.  Some businesses had developed sustainable charters and carried out an annual or biannual audit. 

In response to questions

·        In response to a query regarding the current reviews on joint procurement of shared services carried out by BOPLASS, and how they related to building and resource consent processing, it was noted that the collective of teams across the Bay of Plenty would come together to align this.  A decision would be made at the next Chief Executives meeting on whether to buy into the product that would align processing.

Resolution  CO4/23/4

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Stephen Selwood

That the Council:

(a)     Receives the report "Council-Controlled Organisations' Half Yearly Reports to 31 December 2022".

(b)     Receives Bay Venues Limited’s report on its performance for the six months to 31 December 2022, as required by the 2022-2023 Statement of Intent.

(c)     Receives Bay of Plenty Local Authority Shared Services Limited’s report on its performance for the six months to 31 December 2022, as required by the 2022-2023 Statement of Intent.

(d)     Receives Tauranga Art Gallery Trust’s report on its performance for the six months to 31 December 2022, as required by the 2022-2023 Statement of Intent.

(e)     Receives Tourism Bay of Plenty’s report on its performance for the six months to 31 December 2022, as required by the 2022-2023 Statement of Intent.

(f)      Receives the Local Government Funding Agency’s report on its performance for the six months to 31 December 2022, as required by the 2022-2023 Statement of Intent.

Carried

Attachments

1       Presentation - Tauranga Art Gallery six month report presentation ending December 2022 (1)

2       BVL Presentation - pdf

3       TBOP presentation - pdf

11.2       Shareholder Feedback to the Draft Statements of Intent for Council Controlled Organisations 2023/24 to 2025/26

Staff          Gareth Wallis, General Manager: Central City Development

Sanjana France, CCO Specialist

Anne Blakeway, Manager: City Partnerships

Key points

·        Overall there was good alignment with expectations.

In response to questions

·        Formal feedback would be provided back to each CCO.

·        There was an ability for the public to source information on each of the CCOs.

·        In relation to the stadium, it was noted that there was still a way to go through a process and a long way before any possible relocation of any of the various activities.

Discussion points raised

·        Each CCO was operating in a commercial world and managed in different ways.  However, a section of the public was nervous and felt that the CCO’s were secret when they were actually a medium to progress the city, and were all looking for ways to make Tauranga a great place to live, work and play and share in a way that they were comfortable with.

Resolution  CO4/23/5

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Shadrach Rolleston

That the Council:

1.      Receives the report "Shareholder Feedback to the Draft Statements of Intent for Council Controlled Organisations 2023/24 to 2025/26".

2.      Receives the draft Statements of Intent for Bay Venues Limited, Tauranga Art Gallery Trust, Tourism Bay of Plenty, Bay of Plenty Local Authority Shared Services Limited, and Local Government Funding Agency for 2023/24 to 2025/26.

3.      Notes that as joint shareholder of Tourism Bay of Plenty, Western Bay of Plenty District Council will be asked to approve their separate shareholder comments on the draft Statement of Intent for Tourism Bay of Plenty at their 27 April 2023 Council meeting.

 Carried

11.3       Executive Report

Staff          Marty Grenfell, Chief Executive

Nic Johansson, General Manager: Infrastructure Services

Barbara Dempsey, General Manager: Community Services

Paul Davidson, Chief Financial Officer

Christine Jones, General Manager: Strategy, Growth and Governance

Alastair McNeil, General Manager: Corporate Services

Sarah Omundsen, General Manager: Regulatory and Compliance

Gareth Wallis, General Manager: Central City Development

Infrastructure Services

Key points

·        Noted that the Totara Street signalised crossing had been completed several weeks ago and the Accessible Streets transportation model was ready and, while consultation would be delayed until June, the model was in use.

·        The sub-regional circular economy report would touch on the whole chain from production to disposal, show activities in the front end and the influence at the tail end, and add a benefit-type analysis where actions for investment were expected.  This could benefit other councils and staff hoped to get the data to have conversations with other beneficiaries for cost distribution.

In response to questions

·        Bee Card information and data on patronage and use by staff would be provided along with the cost to the organisation.  It was requested that the initiative be promoted to other corporates and businesses across the city with a challenge that, if they were serious about reducing the carbon footprint, supporting staff to use the buses was one way to do it.

·        75,000 people across the country had completed the Futurefit programme which included questions on lifestyle, transport, what you eat, use of power etc.  It was agreed to promote the programme in the city to help people make informed decisions. 

·        There were 300 people at the Waiāri open day and congratulations was offered to staff who assisted at the site and with the tours. Some of the visitors included people who had been involved in the very early days of the scheme. There was a minimum age limit of 12 as additional staff would have been required for younger children.  It was intended to offer hosting of student groups at the site as an educational opportunity.  

·        Being able to cycle safely off road along Totara, Hewlett’s and Rata Streets was significant and congratulations was passed on to all involved.  There was still some further planting and some maintenance required.

·        The remote operated vehicle for the inception of the marine wastewater outfalls had been designed by staff in-house for $100,000.  It was quite a big machine with rollers and claws to be able to pick debris out of pipelines.  It has cleared 300m in sections that had been broken in the past which resulted in an increased flow; and provided footage of the complete inner pipe and the state of it which resulted in being able to reline the pipe rather than replace it.  This had turned a $50m job into a $10m job, so was well worth the investment. Congratulations was offered to all staff involved.  It was noted that it could also be a useful tool to provide to other Councils.

At 10.28am the meeting adjourned.

At 10.38am the meeting reconvened.

Community Services

Key points

·        Two new senior managers had been appointed - Greg McManus as Director, Tauranga Museum and Exhibition Centre and Alison Law as Manager Spaces and Places. 

·        The inclusion and accessibility team had worked with the infrastructure team to break down barriers with access in the customer services kiosk to make sure everyone could use it.

·        A more detailed report on the emergency management activity over the last two months would be provided to the next Strategy, Finance and Risk Committee meeting.

In response to questions

·        It was noted that one of the reasons for little damage being sustained during Cyclone Gabrielle was that Tauranga was in the eye, which was the calmest part.

·        History and stories were to be included in the Historic Village upgrade and staff were currently looking at resources to assist with this so that people were able to understand the history.  Some of the work being carried out related to structural issues with some buildings.

·        There were 200 people at the recent opening of Ila Park - Tongaparaoa, with the local residents on Harrisfield Drive being appreciative of the upgrade and having toilets installed.  People from a large catchment were using the facility, with most from Welcome Bay and Maungatapu.

·        Work on the Greerton reserves would commence later in the year as there had been a hold up with staff leaving and having to be retrained. 

·        Information would be provided on the number of people attending the many events across the city’s parks, and any key trends, to provide an understanding of the use of some of the facilities.  

·        Parks were a critical part of living in the city, therefore investing in them was about people and what cities were about .

Financial

Key points

·        There had been a number of mis-landings at the Tauranga Airport which had resulted in having to redo the navigational lights.  This was fully funded by the airport. 

·        Although it was early in the rates collection for the year, there had been an increase in the number of penalties issued.  The team were working through these at present, and it was likely that some of it was due to BOPRC rates now being sent separately.

In response to questions

·        In response to a question in relation to whether the demand for hangars at the airport meant that there was an increase in the number of small private planes, this information was not known.  It was a busy airport for small planes with the flying school, parachute school etc. Additional hangars would provide additional income.

Regulatory and Compliance

Key points

·        Shift for building consents to Objective Build would be rolled out in the near future where all the process was managed within one system, and anyone applying for a consent could see at what stage their application was in the process.  

·        An increase of alcohol licencing applications being sent to the District Licencing Committee was noted with several hearings taking place.  Training was underway with the new committee members and list members who were working alongside the Licencing Commissioners to gain experience and provide a pool of local trained Commissioners.

·        An Urban Designer had recently started with Council.

In response to questions

·        Building consents issued within statutory timeframes was at 90% with inquiries into building consents and new consents dropping.  There were issues with some of the older consent applications and they were looking at consultants with the expertise to expedite these. 

·        New consents were being processed in a timely manner.  Inspection time was around 45 minutes for residential consents so staff could complete eight - nine a day; more complex applications could take from four hours to a whole day if staff needed to be on site to carry out all inspections and provide the necessary information.

·        The timeframe for resource consent processing was at 60% completion, and staff were working hard to bring this to a higher rate.  A graduate programme was in place to attempt to source planners for TCC; however, the training still took time.  There was no bond for the graduates, they worked in the role for 12-18 months and were then moved into a full role.

·        The testing and issuing of Liquor Manager Certificates was on a district licencing basis, with Tauranga and Western Bay having the same requirements.

·        It was requested that congratulations be passed on to staff for their work during Cyclone Gabrielle.

City Development and Partnerships

Key points

·        Two new Directors had been appointed to the Te Manawataki o Te Papa CCO, with the quality of the applications exceptional. 

·        The railway underpass was ready to be completed at Easter.

·        The first sod was turned at the 90 Devonport Road site recently. Kelvin Eden had commenced as Capital Programme Manager, Major Amenities.

In response to questions

·        Information was requested whether the relocation of the power line and transformer was in hand so that all the relevant time frames would be met.

·        It was requested that acknowledgement be passed on to the three CCOs for supporting the Aspiring Directors programme.

·        Now that the new CCO board members were in place, there were opportunities as an organisation to come together to discuss the CBD as a whole and create an action plan that would pull all the work together.

·        A summary of all the work to occur along the waterfront was requested so that Commissioners were aware of the works that would be undertaken.

Resolution  CO4/23/6

Moved:       Commissioner Stephen Selwood

Seconded:  Commissioner Bill Wasley

That the Council:

(a)     Receives the "Executive Report".

Carried

11.4       Adoption of the Annual Plan 2023/24

Staff          Paul Davidson, Chief Financial Officer

Kathryn Sharplin, Manager: Finance

Tracey Hughes, Financial Insights & Reporting Manager

Key points

·        The annual plan adoption was following from the 12 December 2022 Council meeting decisions, with a differential for the commercial rate and a transportation targeted rate.

·        No consultation was required as there was no significant difference from the 2023/24 year in the Long-term Plan (LTP).

·        A significant change was to the water activity to bring the charges down, driven by debt retirement in the water activity.  As water was a ringfenced activity funding could not benefit wider activities.  The water charge was reduced to $0 and the volume charge up 2% being enough to cover the annual cost.  This brought the average rate increase to 6.2% which was close to the 6% predicted in the LTP.

·        Table 7 noted the differences to the draft annual plan and the Year 3 LTP with most of the debt comparable and a debt ratio of 223%

·        All the annual plan funding to Bay Venues Limited may not be required so any balance would be transferred to risk reserve.

·        Tauriko West improvements had changes to the funding arrangements with the timing of funding flows not completely in line with the expected expenditure; it would now require loan funding for the temporary funding deficit.

·        As the most up-to-date valuations would be used for rating, the rates resolution would be included in the 19 June 2023 Council meeting.

·        Any additional Carry Forwards would be reported to Council in July.

In response to questions

·        To provide more clarity on why rates in some areas would be higher than others, it was agreed to add an extra column with connection charges. It was noted that individuals would be able to go into the property details and check on their rates increase. 

·        The rates increase did not include water as the charging and accounts for water would be sent separately to the rates account.

Discussion points raised

·        Acknowledgement that the Annual Plan was carrying on the direction that was previously assessed in the LTP and LTP Amendment.

·        Commissioners had received comment from some ratepayers that some levels of service were not reflective of what they were paying in rates.

Resolution  CO4/23/7

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Stephen Selwood

That the Council:

(a)     Receives the report "Adoption of the Annual Plan 2023/24".

(b)     Adopts the Annual Plan 2023/24.

(c)     Agrees that the increase to the Bay Venues Limited grant included in the annual plan of $600,000 has been partially replaced by an increase in user fees with the balance put to risk reserve.

(d)     Agrees that the temporary operating deficits generated by the timing of the funding arrangements for the Tauriko West enabling works be loan funded until such a time as all third-party contributions have been received.

(e)     Authorises the Chief Executive to make any necessary minor drafting or presentation amendments to the 2023/24 Annual Plan, prior to final printing, including information relating to water charges to link back to the overall rates revenue increase of 6.2%.

(f)      Notes that the Rating Resolution will be presented for adoption in June 2023.

Carried

11.5       2023/24 Annual Plan - Borrowing Programme

Staff          Paul Davidson, Chief Financial Officer

Kathryn Sharplin, Manager: Finance

Resolution  CO4/23/8

Moved:       Commission Chair Anne Tolley

Seconded:  Commissioner Bill Wasley

That the Council:

a)   Receives the report "2023/24 Annual Plan - Borrowing Programme".

b)   Approves the borrowing resolution for the 2023/24 financial year:

i)     The borrowing required for the 2023/24 financial year is $274 million (“the borrowing”).  This borrowing is made up of:

·   $218 million of new loans approved for the 2023/24 financial year in the 2023/24 Annual Plan

·   $56 million of maturing loans during the 2023/24 financial year.

ii)    The borrowing is to be secured against rates revenue of Tauranga City Council under the Debenture Trust Deed.

iii)   That Tauranga City Council may also fund the capital expenditure programme and its working capital requirements from its cash reserves and other internal/external sources of funds.

c)   Approves that authority is delegated to the Chief Executive and the Chief Financial Officer, subject to the Local Government Act 2022 and the Treasury Policy to:

i)    Determine the details and timing of the borrowing whether in this financial year or in the future and to raise long and short term loans, whether by one or more bank facility or other facilities, or by one or more issues of stock, whether by internal funding or external, and whether by wholesale issue or by private placement to habitual investors, to yield a maximum external borrowing identified in (b)(i) above, of $274 million secured under the Debenture Trust Deed as the Chief Executive and Chief Financial Officer consider appropriate and in accordance with the Council’s Treasury Policy; and

ii)   Execute all loan and security documentation in relation to the borrowing on behalf of Tauranga City Council, including any loan and/or credit agreements and stock certificates, investment statement and any other documents which Council may be required to enter into in respect of the borrowing and to give one or more certificates in respect thereof for the purposes of Section 118 of the Local Government Act in respect of Councils entry into such borrowing security or related documentation.

d)   Approves that authority is delegated to the Chief Financial Officer to borrow internally to manage the funding requirements, subject to availability of internal funding and reassign approved borrowings between activities for the approved projects.

e)   Approves that authority is delegated to the Chief Financial Officer to enter into interest rate risk management tractions with institutions.  

Carried

11.6       Temporary Road Closure Report - Jazz Festival 2023

Staff          Nic Johansson, General Manager: Infrastructure Services

Resolution  CO4/23/9

Moved:       Commissioner Stephen Selwood

Seconded:  Commissioner Bill Wasley

That the Council:

(a)     Receives the report "Temporary Road Closure Report - Jazz Festival 2023".

(b)     Pursuant to Clause 11(e) of the Tenth Schedule of the Local Government Act 1974, grants approval to close the roads and car parks listed on Attachment A to ordinary vehicular traffic on the dates and during the hours stated for the purposes of facilitating safe and successful operations during the following events in Tauranga.

Carried

11.7       Traffic & Parking Bylaw Amendment 43

Staff          Nic Johansson, General Manager: Infrastructure Services 

Key points

·        The amendment included some tidy ups on Tauriko Drive where there were blocked sightlines in some areas, other safety issues and the addition of time restrictions for EV parking stations as some of these were being used as carparks.

Resolution  CO4/23/10

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Shadrach Rolleston

That the Council:

(a)     Receives the report "Traffic & Parking Bylaw Amendment 43".

(b)     Adopts the proposed amendments to the Traffic and Parking Bylaw (2012) Attachments as per Appendix B, relating to minor changes for general safety, operational or amenity purposes, to become effective on or after 4 April 2023 subject to appropriate signs and road markings being implemented.

Carried

11.8       Memorial Park aquatics and indoor courts update

Staff          Gareth Wallis, General Manager: Central City Development

Kelvin Eden, Capital Programme Manager: Major Community Amenity

Key points

·        The project was a replacement of aging assets, with work undertaken setting up project governance and the repair consultant team.  A request had gone out for a lead consultant with responses due at the end of April, with early contractor involvement to be part of the design team and buildability and to also do any ground improvement and demolition. 

·        The master plan would be put out in the next few weeks and an independent project manager appointed by 30 June 2023.

·        The request was for capital works budget to be moved to Opex to allow the project to get to the design stage.

In response to questions

·        The master planning work and consultation was expected to be completed by the end of the year. 

·        A design chart would be provided outlining the processes and the timing through to completion. 

·        In response to a query as to where in the process a decision would be made on whether to upgrade, or demolish and build, it was noted that the concept design phase would consider a new facility and the costs which would provide an opportunity to compare an updated business case.  The early stages were not looking like replacement was a viable option and work was being scaled back on upgrade/refurbishment.  There were leakage and seismic issues that needed to be considered.  The prices for each option were likely to be similar.  

·        A further report with more detailed costings would be brought back to the next council meeting.

Discussion points raised

·        It was noted that a deliberative decision would need to be made which was not just about the numbers but also the benefits offered by the facility. 

Resolution  CO4/23/11

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Stephen Selwood

That the Council:

(a)     Receives the report "Memorial Park aquatics and indoor courts update".

(b)     Approves $1.15 million of 2023/24 capital budget be re-classified as operational

Carried

11.1       Greerton Maarawaewae Options Study - Hearings Report

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

Robyn Scrimshaw, Urban Planner: Urban Communities

Carl Lucca, Team Leader: Urban Communities

The following members of the public spoke to their submission to the Greerton Maarawaewae Options Study Phase 3.

A copy of all presentations and documents tabled at the hearing can be viewed on Tauranga City Council’s (TCC) website.

(1)     Puhirake Ihaka

Key points

·        Brief introduction to the kaupapa on behalf of the mana whenua of the area, representing the Otamataha Trust and its hapū.

·        Had not submitted a formal submission himself but was present to support Buddy Mikaere’s submission.

·        For the past two years, the kaupapa had been on the table as part of the mana whenua group engaging early, with a number of discussions being held around the table.  Also many discussions had been held with colleagues Buddy Mikaere and Peri Kohu (before his passing) as they were representing mana whenua at the time.

·        Discussions held prior to the submissions closing and the passing of Peri Kohu had centred around support for Option C, with a golf course, a racecourse and other sports being played.

(2)        Buddy Mikaere

Key points

·        The submitter was representing Ngai Tamarāwaho hapū but was also a member of the Tauranga Racing Board and noted that this could be seen as a conflict.  His first loyalty was to hapū and he made the submission on their behalf.  The Tauranga Racing Club would be making their submission later so he was not speaking for them.

·        The history of the racecourse was that it was confiscated in the Battle of Gate Pa; land confiscation was punishment for all hapū and tribes taking part in the wars.  While most of the land taken was returned, the Wairoa River and Waimapu Stream provided the footprint of Tauranga City. 

·        Ngai Tamarāwaho was left virtually landless, with only a small amount of land.  The racecourse, Maarawaewae, had the gardens of his ancestors. 

·        In the Tauranga Moana treaty claims any land used for community purposes was not sought for return.  However, if the land was to be used for other purposes, mana whenua interest in it needed to be prioritised.  To use any recreational land for anything other than for recreational use would require a legislative change.  The hapū had lodged a claim and any change would trigger that claim and contest any other decision.

·        The hapū wanted the land to remain a recreation reserve for sporting purposes, walking, cycling, the golf course.  There were a number of recreational uses that could be made with the land and Option C also provided an opportunity for possible further revenue from some of the land.

·        The golf course being seen as recreation activity was questionable - with an annual membership fee of $1,400, it was not an ordinary use for everyone .  The course was located on a flood plain and there was an expectation of more frequent extreme weather events.

·        The submitter remembered going to the racecourse when both of his grandfathers were alive.  His father’s father was a hawker selling hot dogs and mother’s father was an ex-soldier who enjoyed meeting his mates and having a day at the races.

In response to questions

·        Commissioner Tolley indicated that she still considered that Mr Mikaere had a conflict of interest and it would have been easier if there had been another spokesperson for Ngai Tamarāwaho, but understood Mr Mikaere being there as he was very knowledgeable on the area.  She also noted Tauranga was no longer small being the 5^th largest city in New Zealand and had different issues that were not faced by smaller towns.  Housing was not proposed on the site. 

·        Queried whether, with the golf club membership costs and race meetings only being held 14 times a year, both should be considered as recreational uses.  The racecourse was a well-used area for walkers and other recreation purposes and he was unsure why equestrian activities did not take place in the middle of the track.  Considered that there were issues with the Croquet Club as to what could be done with the land and site issues with both the bowling and croquet clubs and the amount of land available.

·        In relation to the three options the preference was for the racecourse to remain, as its original purpose was to provide for racing activities - this was considered the same as the domain being available for cricket.

·        Mr Mikaere noted that it would become messy if Council was to see a change in the land from recreational purposes, and they would prefer the Crown to make a decision so that it would become a Crown action. 

·        In answer to a query as to whether the land being used for a hospital was considered a community use, Mr Mikaere said that was tricky.  The hapū had held discussions with the then District Health Board who wished to expand the area behind their admin block and to expand onto the old RSA property adjacent to the hospital.  He noted that he was surprised to see the racecourse land targeted for a hospital.  Hapū were conflicted and working closely with Haumoana who was proposing a Māori hospital along Cameron Road and had acquired most of the land for it.  Also discussed with the DHB was an expansion of some services and a facility in Papamoa East, but in the end it came down to budget.

·        The hapū would only be able to pursue a claim if there was a change of status for the land, and would not be happy if that was to occur.

(3)        Sub 548– Willem Jonkers

Tabled submission

Key points

·        Golf was an important sport consisting of players from all classes and wealth. 

·        There were three other courses locally and the number of players was testimony to the importance of the courses.

·        The submitter’s preference for the use of the balance of the land was for an open park as there was a substantial urban community around the area, and a new park for walking, biking and playing like Yatton Park, which enjoyed significant patronage, would be great.  Parks were as much needed in Tauranga as its roads and other infrastructure.

·        Suggested that any relocation of the hospital by a few kilometres to the south at great expense did not seem to be a robust solution.  There was a lot more merit to use the dollars to build a new hospital close to Papamoa as it would provide more capacity for medical care and be a lot closer to the urban centres of the Mount, Papamoa and Te Puke.  

·        Whichever option was chosen, there was now a severe shortage of parking at the golf course, which was using the racecourse spaces for parking.  While there was a desire to get as many people out of cars and using public transport, there were no options that would bring golf players and their gear to the Tauranga Golf Course and return them home.  A car was the only option and adding more activities would only make it worse.

·        Project Maarawaewae offered a unique opportunity to correct this and to include a significant expansion of the current parking facilities.

·        Whichever way the decision went, it should ensure that the current and future requirements  for a successful golf course in the Greerton area received sufficient attention and parking was catered for.  

In response to questions

·        In response to a query as to whether he supported the retention of the racecourse, the submitter noted that it should become a public park with water features and did not support a racecourse.

·        The submitter noted that he was a member of the Tauranga Golf Club.

(4)        Sub 892 – Paul Gartner, Tauranga Golf Club

Key points

·        Reinforced the golf club’s original and follow up submissions and noted that they genuinely supported all options as they all retained the golf club.  

·        The club would like to enter into a Memorandum of Understanding with the Council so that they were able to move forward as a club.  They realised that the final details of the study could be a long way off, but it was having an effect on the club with some members leaving due to uncertainty and delayed projects on the course.  There was now some urgency to get a MOU so that they could move forward with certainty.

·        They had a harmonious relationship with the racecourse and fitted in with each other’s activities. 

·        The development of a hospital could be problematic especially when they were operating machinery early in the morning and with stray golf balls. This was the least favourable option which would be more aligned to a central location in Matapihi or similar.

·        The club understood it took time to make a decision.

In response to questions

·        Commissioner Tolley thanked the golf club for working with Council all the way through the process and appreciated that they had made an offer to develop walkways and cycleways.

·        The submitter noted that the club wanted to make these part of the master plan, but also wanted official documentation, in lieu of a lease, to ensure that they had security of tenure.

·        Regarding greater public access with the development of SH 29, which may impact Barkes Corner and utility services, the submitter was unaware what Waka Kotahi was planning for the area. There were limitations as to what the Club could do.

·        There was additional land in the Kopurererua Valley that could be utilised as greenspace.

·        There was already insufficient capacity at the golf clubs within the city and any practice area and driving ranges at the space would become community facilities.

·        The club was open to the development of an MOU which would eventually lead to an early renewal of current lease, but they were assuming that they could not get a lease prior to the MOU given the uncertainties of external parties. 

·        The club needed an additional 30 carparks.  Space could be provided within the course redevelopment, with the course architect being part of that brief.  Other additional facilities included cart storage, a driving range, and the replacement of the hole by Barkes Corner.  Some of these  were probably not within the existing footprint.  Once future plans were clear, they would look at these in more detail.

(5)        Sub 803 – Patricia (Trish) Jones, Tauranga Western Riding Club

Key points

·        Could see the challenges the Commissioners had with years of underinvestment in Tauranga, the Council was now paying the price.

·        Urged selection of Option C (enhanced use of the area), it was a fabulous greenspace like other cities had, but once it was gone it was gone and the Council would lose a treasure if the space was used for infrastructure.

·        The Western Riders were a small group who used the facility once a month, with some riders unofficially using it more.  This was similar to other small riding groups. 

·        Focus was on horsemanship and teaching the horse and rider to work together without a whip or spurs. 

·        It was therapeutic for children with emotional disabilities to be able to work with big animals.

·        The club was small but enthusiastic and they held clinics to keep the costs down.  Riders did not have to go far, the parking was good, it was a hidden use that was not apparent on a day-by-day basis.  Members rode and practiced mid-week.

·        It was a beautiful area for dogs and people walking, a jewel in the crown for Tauranga and, as the city gets more built up, provided a big green space with a multiplicity of uses that should not be forsaken to progress. 

·        The decline in horse riding and equestrian sports was part of a cycle and was now going back up in many places.  Tauranga had an opportunity to become a real centre like Hastings, which hosted the Horse of the Year, which would be a huge economic boost for the region.  So far Tauranga had not realised its potential to have big national horse events in the area, and if this space was lost that potential would also be gone forever.   

·        Other challenges equestrian groups faced included the closing of farms to horses due to the new health and safety concerns associated with riding. 

·        Many did not go to TECT Park as it was too far away and not safe when riding alone, whereas the racecourse was much safer as there were often one or two casual riders and others practicing in the dressage arena.

·        The group was small but a desperate bunch of people who wanted to ride and they could not think of an alternative area for riding.

In response to questions

·        The submitter noted that she did not use the arena much but the dressage groups used all the facilities. 

·        While there were riding arenas in the areas of outer Tauranga, the western group needed to have access to a big arena which was safe to use and to be able to put out poles, flags and obstacles.

·        The horses had in the past been used by the riding for disabled association but could not continue as the horses crowded themselves and safety was paramount.

(6)        Sub 684 – Andrew von Dadelszen

Key points

·        Backed Option B, enhanced community activities with a racecourse and a golf course.

·        The submitter noted he attended a number of the different consultation sessions and did not hear of anyone supporting the hospital on the site so it made no sense to consider that option.  There was no money for it and neither was it in the government’s 10-year plan so was nonsense to expect it to happen.  The hospital had purchased the ex-RSA site which they had not utilised yet, so building on that site was more ideal for the city. 

·        The submitter believed that greenspace should be retained and increased as the Council had not future proofed itself.  Noted that there were spaces in Welcome Bay and now at Waipuna Park, they were great spaces for the city to have as were the smaller parks. 

·        There was a lot that could be done with what Tauranga had, if it was done well. Urged Council to think about greenspaces and listen to the community.

·        The submitter noted he was worried that there had been some pre-determination in this process.  He asked the Commissioners to think strategically, not to support a hospital and to be careful about judicial review risks.

·        Could get better utilisation of the space around the racecourse, but to shift it would be a crime.  Could do better with accessible properties and to make sure what was done was going to benefit the people who were here now and to retain quality of lifestyle.

In response to questions

·        Commissioner Tolley stated they were concerned to hear talk of a judicial review and pre-determination when they had been through a huge amount of options and further consultation.  They had been extremely open and there had been no predetermination.  The submitter was reminded that it was not Council’s decision to build a hospital, it was an approach made to them by the DHB due to the structure of the current buildings and geology of current site.  The option of the hospital was included at their request so the Council had to take account of something that significant. 

·        The submitter noted that he was more comfortable with the retention of the racecourse and did not see relocation as high priority. Suggested the racecourse be left there and better utilised by adding a couple of sports fields to complement the school across the road.  The use of the greenspace was good for walking, exercising dogs etc.

·        Regarding provision of sports fields into the future, the submitter noted that Council needed to think clearly about the ambitious plans for land in Tauriko West - with some of those areas not suitable for housing, they may be suitable land for fields and greenspaces.  He noted that he was not discounting the need for more greenspace, but considered that the Council had bigger fish to fry to try and relocate a racecourse.  Important to take the community with Council on this decision.

11.1       Greerton Maarawaewae Options Study - Hearings Report   (continued)

(7)        Sub 838 – David Clayton-Greene

Key points

·        Submitting as an individual representing recreational horse riding which he pursued with his family.

·        Equestrian activities had been lumped together without differentiation, yet they were distinctive groups with different needs.

·        Recreational riding at TECT Park had limitations in winter conditions, whereas the racecourse provided more use with the different schools and groups.

·        Looking at the broader concept of recreational riding and the opportunities the space offered, it could be extended down to the Kopurererua Valley with riding trails linking the areas.

·        Horse riding trails overseas needed little upkeep and could be combined with walking and biking as there was plenty of space for all. 

·        Recreational riding required open spaces.  The area enabled this, the riding and schooling of horses was a sorely missed opportunity as the need for land became greater and it was harder for recreational riders to ride safely.  There was tremendous pressure on this parcel of land, with no reference to linkage to the racecourse.

·        Interested in the linkages from the golf course to the valley and the development of these, and the development of the park as open space with a riding arena in the middle. 

·        Many other areas were unrideable in winter.

·        Most recreational riders walked their horses and did not often gallop. 

·        The submitter was unsure of numbers of riders, but noted that at TECT Park on a warm day you would see a continuous stream of horse riders.  It was getting harder and harder to find a place to ride, both individually and with a family.  

In response to questions

·        In response to a question about the possible development of horse trails in the valley, the submitter noted that the Redwoods in Rotorua was a good example as they were able to ride within a few yards of parking and it was self-managed.  Some of the easier tracks were shared with cyclists leaving the extreme trails just for the bikes.  People were generally supportive and the horses soon got used to the bikes. 

·        In response to selecting Option C, the submitter was in favour of the retention of open park land as once it was used for something else you would never get it back again and the urban spread in the city was huge.  

(8)        Sub 890 – Trudi Burney, Transpower

Key points

·        There had been discussions with TCC staff about the current site and possible options for the expansion of the substation, which would require part of the reserve site.

·        Transmission efficiency was key to keep as much as possible on the national grid network and get power where it needed to go.

·        Staff had asked if the substation could be moved, but the effective answer was to expand at the current location.  The area could still be used as a recreational space and they would need to decide whether the entrance needed to remain in its current location or moved slightly if they were to expand.

·        No studies had been undertaken at this stage as these would come at a cost, nor had consideration been given to how much land would be needed.

(9)        Sub 890 – Tania Lund, Transpower

Key points

·        Trustpower was working out a development plan for the Western Bay of Plenty region.  With the critical issues of transmission and distribution with Powerco, they were patching together and upgrading where they could. 

·        There was a need to do major upgrades, and to consider what those options could be; a study was required to understand how to go about solving these problems.

·        There were a number of feasible options, one of which was to expand the substation, and they were also looking at a new substation.  There was no ability to move the current substation.

·        The region was top of mind and critical for regional growth with a number of options on the table including the expansion of the Tauranga substation.

·        Early in June 2023, they expected to be able to publish a long list of options for consultation and wanted to ensure that submissions would be received from the Council.   Information would be provided to Commissioners once the long list had been published as they would need to do major upgrade works for transmission. 

In response to questions

·        Commissioner Tolley noted that it was essential to work together as both entities were invested in managing the growth of the area.  The Commissioners had appreciated an earlier meeting and were happy to work together with Trustpower.  The current process has been started to give the groups using the area certainty, so a decision needed to be made, but it was good to know that the substation was part of the mix.

·        In answer to a question as to whether Trustpower were involved with Waka Kotahi and the SH 29 infrastructure corridor, the submitter noted that they were engaged with Waka Kotahi and the expansion plans for SH 29 and SH 2.  The next step was to meet and join up their plans.

·        While there were no firm plans for the substation site, they had identified major works were needed, but the exact details had not been finalised or fleshed out at this point.  There were no issues if the land continued to be used for recreational purposes and no issues with the district plan.  The submitter noted that it would be good to get some land set aside in case it may be required for the substation expansion and to be able to look at that as an option.

·        Regarding expansion of the substation on the land to the northwest and north of the site, within the commercial/industrial zoning, it was noted that it was understood that it would be considered as part of the mix.  The current area and how else they could extend was also to be considered.   

·        Commissioners noted that Trustpower needed to be aware that the majority of the feedback had emphasised the retention of the green space. The submitter advised that this had been noted.

·        It was noted that there were three other substations around the area, but all were heavily constrained.  With the residential areas of the Mount and Papamoa continuing to extend, they needed to think about how to manage that expansion and plan for all the extended growth. 

·        There was no way to avoid a major upgrade in the Tauranga region, but the shape of what that would look like was yet to be determined.  The area was heavily urbanised, so there was no short quick answer, but it would become better understood once they entered into an investigation stage which would take place over a long period of time.  Trustpower would be attempting to get the best options with the least impact on communities and to enable their support of the region into the future. 

·        A series of studies was about to start, but these would take time.  Throughout the process they were intending to keep everyone informed and were working with a number of organisations including NZTA, Waka Kotahi, and Kainga Ora.  With the recent cyclones, they had found the pressure points in the areas and would look to build more resilience in those.

(10)    Sub 888 – Duncan Pearce, Sport BOP

Key points

·        Supported Option B, the central park option, and wished to reinforce the importance of play, recreation and sport for communities.

·        The racecourse site was needed for broader options for use by the community like Baypark, they needed a Tauranga option that would reduce the need to travel.

·        Tauranga was reaching capacity and Sport BOP was wanting to help the Council understand the need for sport facilities, and to open the area up for better recreational use and provide an indoor court network, as more court space was needed.

·        Greenspace and recreational play provided physical activity opportunities in a central location; there was a shortage in this part of the city for use by those living in the area.  The racecourse was surrounded by high deprivation areas and limited access to transport so providing something close was important.

·        In a 2020-21 supply and demand study completed by Sport BOP it was noted that fields were needed in Greerton, and the Tauranga central demand would continue to increase.  The report took into account the requirements to 2060.

·        Sport BOP noted that people had a special connection to nature and greenspace and the area had a unique connection in Māori culture and heritage.  Greenspace identified with climate, access to the harbour, active sports and for playgrounds. 

·        Nature spaces and playgrounds provided low-cost opportunities to play, with the importance of play and wellbeing in communities being vital for community development and to become connected communities. 

In response to questions

·        Commissioners requested a copy of the Sport BOP survey report.

·        The submitter noted that they wanted to be included in discussions for the configuration of the spaces.  They welcomed more space for more sports fields and would provide assistance as to how they could be integrated.  There was a shortage of sports fields and greenspace and there was a need for both. 

·        There were three big golf courses in the city, each with 1,000 members, but their membership base was at capacity and they were not able to take on more members.  Casual golfers or visitors could not get on to any of the courses on busy days. Golf NZ were working on consideration of a further course but Sport BOP was not directly working on a future site. 

·        Golf NZ had taken an open approach to the non-traditional capacity where people wanted to only play nine holes, use golf carts etc.  Playing golf disc was also becoming popular. 

·        In response to a query as to using the centre of the racecourse with an underpass, the submitter noted that any option used which meant getting more sports fields was good; and reiterated that more indoor court space was needed in other locations.

(11)    Sub 884 – Louise Dean, Racing Tauranga, with Michael Day, Peter Monteith, Rob Weatherly

Key points

·        A video from Chair Carl McComb was shown - he was currently in Japan at the Japan Cup race day which the Tauranga club shared a longstanding partnership relationship with.

·        The club was approaching their 150^th racing season, therefore it was one of the longest community organisations serving the local community.

·        The club had been the lease holder of the land since its establishment and was the primary reason for the reserve status on the area.

·        The club wanted to remain where they were and to have certainty of tenure beyond 2039.

·        The success of the course had been conducted at no cost to the ratepayer, the club had always covered its own costs for the land and buildings and the greenspaces that the public could also enjoy.  This was a unique cost-neutral agreement.

·        The club attracted the largest crowds of any race days and had been awarded Race Club of Year.  Many people from across the country came to Tauranga to enjoy racing.

·        One race had a prize totalling $120,000 for a single race .

·        Hundreds of people used and utilised the course and buildings, and the club was proud to provide such cost-efficient community venues, with the capacity for 1,500 people.  It was purpose built for many years to come.

·        Race meets were the primary use for the reserve, and there was the ability to develop on the 9ha area surrounding the buildings and grandstand.  It was a comprehensive space to invest into the future with new facilities, and the club wished to explore the possible relocation of a new racecourse only if they could not remain at their current location.  The preference was to remain at the site with the support of TCC, iwi and the government for another 150 years, as the club was woven into the fabric of Tauranga’s culture and they hoped that would continue for some time to come.

·        The club brought value, economy and wellbeing to the community and had served as guardians of the land for the past 150 years with no cost being imposed on the community who were also able to access and freely use the greenspaces.

·        The club had a busy season with 17 race meetings a year and up to 34,000 people attending, many of whom were from within the community and were everyday people and not necessarily horse lovers.  Events were put on during race days for the community so all attendees felt welcome and included.

·        The club was very much a part of the event and entertainment industry, the bookable spaces sold out well in advance for two of the main race days.  Many work groups came to celebrate prior to the Christmas holidays and the January meet and lots of tourists also attended.

·        When they were not racing or having track events, anyone could use the space.  It was estimated that there were 106,000 users in the last year with examples including the Garden and Art festival, gem and mineral show, plant fest, Lions market, and the Tauranga New Year’s Eve celebration. 

·        They also provided some community groups with a home as they were priced out of many other options - these included the Taekwondo Club and the Taoist Tai Chi club who had a permanent home in the venue. Tauranga Archery used it in the winter for indoor archery, the police used the area to train their dogs, and the Blue Rovers had used a football field in the centre of the track at times. 

·        The club was open to suggestions as they knew how important the space was and they were happy to coexist.

·        The members were passionate about the community and sport, and had stated all along - and would continue to state - that they wished to remain in situ beyond 2039 and to remain the guardians of such valuable greenspace.

·        Members noted that they had been in limbo for almost four years, which meant that they had not invested capital expenditure in some of the areas needed which had a significant impact on the organisation and the wellbeing of its employees, venue users and the community.

·        The club supported the status quo, they were open to opportunities, and would continue to support those that they had shared space with in the past and this would not change.

In response to questions

·        Commissioners noted their limited term and that they were mindful that the race and golf clubs were experiencing uncertainty and were aware of the need to make a decision.  Trustpower had also noted the possibility of expansion at their substation. Commissioners were trying to work through the issues and to give some certainty to the clubs before they retired in mid-2024. 

·        The existing grandstand was not being used as much due to an earthquake engineering report that had been presented to Council.  While it did meet the minimum requirement, the club was unsure if they were happy with that, and knew they needed to make a decision.  Events were also changing with the old grandstands not being used as much.  The club had been looking at some examples of modifications of stands and was pushing forward with these.  More greenspace was being used on race days, but did not provide good viewing capacity; while this was not insurmountable, the view from the grandstands was spectacular and they wanted to make better use of it and to make it a multi-use area, but the club needed certainty of tenure for investment.  

·        Making the entrance look more attractive and more open to the community would be considered as security was only a health and safety issue on a race day and was part of the normal race day operations. 

·        Access onto the centre of track was also an option, e.g.  Ellerslie and Taranaki racecourses.  There had been some thought to create a botanic garden to enhance the area.

·        Regarding sufficiency of parking, it was noted that it would depend on what the sports fields were and what clubs were involved .  Access to the centre would need to be via a tunnel as the horses sometimes had problems at any areas where vehicles crossed. 

·        The idea of stands was a wholesale change, and its inclusion in the submission was to show willingness by the club to consider options; the club was aware of the changing needs of punters and was open to being part of a multiuse facility not just a racecourse. 

·        People were moving away from greenspace and more to more convivial spaces, with a lot of race goers wanting to be in a lounge situation, and if there were more of those spaces they would be filled them as people liked to be with their friends at a table.

·        The location of the racecourse was key to getting local people to attend, the weekend race days attracted families that had never been to the races before.  These people would not come to a faraway location if the racecourse moved. 

·        The club would open up the front of the racecourse, get rid of the barbed wire and shorten or remove the hedge to show people what was there.  On race day many people were quite amazed at the atmosphere and what went on at the course.  The parading of the horses would make a race day even more attractive if the horses could be seen.  The initial purpose of the hedge was to prevent horses from shying. 

·        Successful racecourses were open and accessible with the Tauranga 2 January race day crowd equalling or bettering Ellerslie; was getting the name of being one of most popular courses in the country. 

·        Commissioners thanked members for their willingness to participate, and noted that the greenspace was really important as was how together everyone could get the best use of the land.

·        In response to a query regarding venue consolidation by NZ Racing Association, most of the population and owners were based in or around Tauranga and they hoped that one course would stay in the WBOP.  Members wanted the economic value and entertainment to be part of this city and not another city .  The courses that the Association wanted to close were small country ones with little in the way of facilities and community use.  Tauranga offered community use, crowds and had a high rating on the track. 

(12)    Sub 321 – Maree Cooper

Key points

·        Ms Cooper noted that she was not an expert, she was a normal ratepayer with huge passion for Tauranga and, having listened to the racecourse group, there was a lot of history for local people with the site and she wanted to keep it open and available.

·        The submitter was born here and remembered dog training and race days as a child.

·        The submitter felt strongly the need to retain the greenspace as it was the first significant big area of its kind in Tauranga.  With the growing population that Council had to account for today and the development for future people, they needed keep in mind retention of green areas so the new generations could feel the spaces and see the beauty. 

·        Option B was only supported if there had to be a compromise, but preferred Option C if possible because of the history of the area.   

·        The submitter had read the Open Space strategy on the Council website, which noted the importance of green space and reserves and the need for those spaces to be improved and retained as the city grew, and asked that Tauranga city open spaces remained protected and preserved for future generations. 

·        Council did not own the land but administered it;  the submitter liked the reserve as it was now and did not want to see a hospital on it.  Keep as an open space.

In response to questions

·        Commissioners thanked the submitter and appreciated that she felt so strongly on the issues as a long-time resident and came to speak to the meeting. 

·        The submitter reiterated that the Council should not build on the space and it should be kept as an open green space no matter how it was used, as a racecourse of for sport, it was important that future generations had the opportunities her family had. 

·        The submitter noted that she had lived in number of cities around the world and said it was so important to a city to have a huge green space for people to use.

At 10.58am the meeting adjourned.

At 2.01pm the meeting reconvened.

(13)    Sub 326 – Deborah Garrett

Key points

·        Submitter was passionate for the need to remain a greenspace, it was a taonga and precious to the community and needed to be looked after it so that it could be given to future generations.

·        Noted the National Parks City Charter which originated for parks in London, and had been signed by the Council of the day, and these national park principles and values now needed to be applied to towns and cities.  These were vital to the health and wellbeing of any area and city.

·        Tauranga adopted the National Parks City Charter, and there was no better way to ensure retention of greenspaces for future generations to enjoy.

·        There were a number of possibilities for the space such as a huge outdoor event area like Brooklyn’s bowl where many events could be held. 

·        Should increase the walking and cycling tracks in Kopurererua Valley which could also be enhanced and complemented by further tree planting and gardens.

·        The local area had fantastic beaches but it also needed greenspace for sports and other users to enjoy.

·        From an environmental perspective, greenspace was vital to health and wellbeing, clean air and lower carbon emissions.  Any city park was an enormous asset to a city.

·        This was a lifetime opportunity to provide a large greenspace and inner-city park, like other big cities overseas and in other parts of New Zealand.

·        Hoped that a covenant could be placed on it to remain a greenspace in perpetuity for all locals and visitors to enjoy. 

In response to questions

·        The submitter noted that although she supported Option B she considered that the racecourse could be enhanced if it stayed.  Considered it would be a shame if racing went out of town.

·        The traffic was already a nightmare on Cameron Road and, if a hospital was located in the area, people would need to go back and forth between two venues which would create further problems.

·        Commissioners noted that they had not realised TCC had signed the National Parks City Charter.

(14)    Sub 482 – Duncan Guy

Key points

·        Represented the Adult Riding Club who used the grounds under the umbrella of the Tauranga Equestrian Sports Association (TESA) and was one of nine clubs included under the Association.  They were affiliated to NZ Riding, which was nationwide with the nearest club being at Rotorua.

·        The group was established in 1989, currently had 60 members and a public Facebook page with 1,400 followers, 90% of those had horses and lived in the Bay of Plenty.

·        The group used the inner racecourse and had rallies fortnightly aimed at improving horsemanship, show jumping and dressage, with a turnout of 12-15 riders per time.

·        The group held three show jumping practice days in winter, which were very informal with 1.2m jumps, where the younger and older riders were able to learn the ins and outs of show jumping. They also held a gymkhana in the summer and the Andrews Cup in mid-April. 

·        A gate fee was charged to members and the general public to use the sand arena for an hour at a time. 

·        Pluses for adult riding members included the course being central for all areas in and around Tauranga and Rotorua, the facilities included clubrooms, office, storage room, an all-weather sand arena and grass arena.  The course had plenty of parking and room for the horses to be tied up, there were horse pens and room for more than one club to use the grounds and facilities on the weekend.  There were sometimes pony club activities and a rally being held at the same time.

·        Investment in the area was through annual fees for improvements and upkeep and the running of the club.  $10 of the fee was paid to TESA and then to the racecourse.

·        The club supported Option C in principle, without some of the enhancements of the status quo.  They did not want to see any sports fields included in the inner arena as they needed that area for parking, especially during an event.  There had been some soccer grounds there in the past but they had disappeared over time.

·        Competitions needed room for parking, a warmup area where riders could get their horse ready, and a collection area before competing.  All of this took up room, as did a show ring, which was fine with the current big green open space.

·        The submitter noted that 548 submitters had supported Option C, 201 Option A, and 228 Option B, which indicated that there was overwhelming support from the public for Option C.

·        The submitter queried when a decision was likely to occur and noted that local iwi had concerns about their issues being addressed according to the report in the local media. 

·        Further queries also included whether suitable grounds had been found for equestrian clubs and what facilities would be provided there.  Hopefully these would be improved facilities and members would not have to pay for an arena and parking and such costs to move if the decision was to go ahead to a new venue.

·        Average horse riders felt squeezed out of places to compete; it was hard to get onto the beach with the horses and had go to either Waihi or past Papamoa.  TECT Park was good and well used by the public.

·        Noted in the feedback received that it was getting difficult to attract young people to the sport as there was a perception it was elite and expensive. The submitter considered that the sport was not all about having a big truck or big horses, this was totally incorrect and cut back on equestrian activities.  There were many ways to get into riding through pony clubs, racing stables, riding other people’s horses. 

·        The club had increased membership, they started with only 15 and were now up to 60 riders.  The club would only grow from there.  The number of riders who participated in high level show jumping was only going to increase as riders moved to the area from Auckland and with an increasing number of immigrants from Great Britain.  

·        Noted that a local rider competing with his local horse had recently managed to get into the final of the world Fédération Equestre Internationale (FEI) show jumping in Nebraska. 

In response to questions

·        The submitter was advised that the timeframes for a decision were an ongoing process, it was a large and important piece of land in the heart of Tauranga and Commissioners had heard many comments from the clubs associated with it about wanting certainty.  A decision should be made in the next few months regarding the reserve, and if it incurred any expenditure, it would need to be included in the next LTP which might lengthen the decision-making process.

·        Council was aware of the treaty claim lodged by Ngai Tamarāwaho for the land, but this would only be triggered by a change in the reserve status of the land by law, which would mean that any argument would be with the Crown not Council. 

·        Until a decision was made, staff would not be requested to work on moving the racecourse.  Council had met with TESA on a number of occasions and understood they did not want to move.

·        On club days horses and riders were divided into different courses for jumping etc.  They had fortnightly practice days in winter for anyone jumping up to 1.2m, these were fun days and good for young riders. Three gymkhanas and two Andrews Cup days were also held, which were more formal with judging.

(15)    Sub 621 – Michael Bayly

Key points

·        Submitter was speaking as an individual and for the Tauranga Racecourse Reserve Charitable Trust as a Trustee.  The Trust was established by the government in 1873, and there were few historical places left in Tauranga after 150 years that were still ongoing.  The course was a priceless jewel of greenspace and must be preserved for future generations.

·        There were lots of uses already in place with existing users and it would be an eye watering cost to ratepayers if they were to move; a far more viable option for the public would be for it to remain as status quo.  The leases were good with no drain on Council finances and treaty claims could also be averted.

·        The racecourse was a top-rated course.  It was managed by board members who were all volunteers and skilled staff who were effective in the operation of the facility and passionate about it.

·        Staff took great care of the 9ha site and reserve.  A tree fell down in the entrance way with the recent cyclone and this was cleared in no time by staff. 

·        Greenspace per people ratio was far more important as the population increased. The area was used in the pandemic, had emergency helicopters occasionally landing, housed some charitable organisations, held activities including police dog training and was a tourism destination. 

·        The last race meeting was the largest single sporting event by value in the area.

·        The area was a sporting and entertainment venue used by many clubs, it allowed other equestrian facilities and was user friendly.  

·        Future uses included a possible cultural centre to acknowledge mana whenua and city ancestors. 

·        The Bay of Plenty races had a good reputation as a result of years of work to establish the races.  The facilities were well patronised as an events centre and there were possibly options for some land alteration on the extremities of the course. 

·        Large urban areas were the world biggest polluters, so more greenspaces were needed; should leave a lasting legacy and preserve the space in perpetuity. 

In response to questions

·        In response to having only one race venue in the wider Bay of Plenty, the submitter noted that, given that Tauranga attracted record numbers of attendees, if the land was to be retained, it was a front runner to be the racecourse chosen.  Many of the smaller courses were closing as they did not have the turnover.  Tauranga was a second-tier course and favoured as a go to track, so it had a very good chance of remaining.

(16)    Sub 870 – Aroha Ririnui

Key points

·        The submitter noted that she had been brought up around the racecourse as part of her daily living as her dad had been a top jockey.

·        She was aware the land was part of treaty claims and was significant in cultural heritage as was the land around it and this should be recognised.

·        Supported having a heritage centre to teach people the history and importance of the environment of the Tauranga moana with the input of artworks, cultural narratives from tangata whenua; also to create more revegetation of native bush in the Kopurererua Valley.  The river was significant to Ngāti Ranginui and Matakana Island was kaitiaki of the river. 

In response to questions

·        Commissioner Tolley noted that a museum was being built as part of the Te Manawataki o Te Papa and the design was currently being finalised, along with a civic whare.  Noted the recent appointment of a Museum Director.

·        This was the third round of public consultation and two common themes were to keep the area as greenspace and to enable better connections into the Kopurererua Valley.  

·        There was a lot of development in the city and it was changing the water courses and especially affected the tuna.  The submitter noted that she had just come from monitoring the waters which flowed into the Kopurererua Stream and it needed to be kept healthy.

·        Commissioners noted that capturing the cultural and environmental values was front of mind across the city, as was the principle of preserving and telling the stories, and this would be no different here no matter what decisions were made. 

(17)    Sub 325 – Carole Gordon

Tabled document

Key points

·        Focus towards urban planning for enhanced wellbeing of current and future generations.

·        Consultation options should be congruent with SmartGrowth principles and plans for urban growth, Cameron Road infrastructure investment, an identified priority for intensification of the Te Papa peninsula to sustainably meet current and future known housing demand.

·        Public responses indicated an issue with problem definition that had confused and polarised public and specific sector responses.  The problem needed to be defined to achieve the outcomes. 

·        Treasury defined a problem with the racing industry being in decline and the government report on racing sought fundamental reform for a viable and sustainable racing industry.  

·        As a principle there was no basis for public investment to support a commercial gambling industry. 

·        There was a known affordable sociable and elder housing crisis in the area and Greerton as an amenity centre would support mixed used housing together with a recreational greenspace. Tauriko West development would provide new recreational amenity.

·        The submitter queried why housing was taken out of the options and reminded the Council that they must look for social equity in all they did. 

·        Time would erode partisan issues, people, mana and social cohesion matters.  Housing was fundamental to health, social and economic sustainability. 

·        The submitter asked why not trigger a treaty claim as the Tauranga moana had recent history of working in partnerships on land issues.  She noted that this was not a threat and should not be seen as one, as the best outcome would be to give the land back to enable an opportunity to work with the Crown.    

In response to questions

·        Commissioner Tolley noted that the hapū was not using the Treaty as a threat, if they wanted the opportunity to talk with the Crown it was their right.   Council had gone out to the community to ask what the future use of this land should be.  Almost all said no housing, they wanted to retain the greenspace.  It had been repeated through the hearings that one of most divisive things to do would be to put housing on the space. 

·        Commissioners noted that SmartGrowth had a range of objectives and goals with further urban development being one of them.  However, Council was tasked with taking a balanced approach and had to make a decision weighing competing policy directions and the weighting to be given to those. 

·        Council was conscious of housing issues and was somewhat surprised by the feedback around housing and how people valued the greenspace more.  Proceeds from the sale of elder housing were to be used in social and affordable housing.

(18)    Sub 350 – Andrew O’Neill

Key points

·        If this land was lost, the city would not get it back.

·        The submitter noted that he enjoyed going to the races, where his kids and friends enjoyed a day out.

·        Colleagues used the greenspaces and, if it became housing or a hospital, it would be a waste, as once it was gone you would never get it back.

In response to questions

·        The submitter noted that he went to the races as it was handy, but would not go if it was relocated to somewhere like Paengaroa.

·        Suggested placing a cultural centre in the middle of the track with botanical gardens.

·        The submitter noted that he had used the links to the valley during his rugby training days and they used to have cycle missions around the tracks.  Currently his children were playing rugby and they were struggling to find field space for training so it would be a good option to use the tracks.

At 3.23pm the meeting adjourned.

At 4.00pm the meeting reconvened.

(19)    Sub 816 – Charlotte Taniwha, Greerton Pony Club with Gabby Cardey, Sienna Smart, Gabriella Douglas, Lexi Cardey, Danni Carter, Ellie Carter - Greerton Pony Club

Key points

·        The club was established prior to 1972, originally on Māori owned land where the Polytech currently was. They moved to Gate Pā then to the racecourse where they had remained ever since. 

·        There were families who lived locally who had been involved in the club for 50 years and were still involved.

·        20 ribbon rallies were held each year, plus unmounted rallies, a camp, two gymkhanas and fundraising shows at the grounds. There were three groups of riders, lead rein beginners, middle and senior; was a youth focused sport that supported all ages to 24 years. 

·        The club utilised the equestrian facilities weekly and on a fortnightly basis from August to May as well as holding local clinics and specialised training days and show jumping events.  

·        The club ran theory rallies as a group lesson in the colder months to encourage children to stay engaged and strive to do the NZPCA certificate levels.  It usually took a rider two years to get to the point where they were ready to sit exams.

·        Members used other facilities on the course such as show hunting, show jumping, and dressage.

·        Greerton Pony Club was a part of the NZPCA which was one of NZ’s biggest youth organisations with 8,000 members.  It was part of a national network with access to specialised training, competitions and other opportunities. 

·        It was the club’s goal to encourage young people to ride and enjoy all things riding.  There were a variety of equestrian disciplines which also emphasised sportsmanship, citizenship and loyalty. 

·        There were many members who had gone on to represent NZ on the national and international stage including Mark Todd, Tim and Jonelle Price and Katie Laurie.  They had achieved great success at the Olympics and throughout the world and were role models for the young ones to aspire to.

·        Pony club not only helped with physical skills, it also helped to develop life skills and taught responsibility, resilience, commitment and ingenuity. 

·        Equestrian sports could be challenging due to the growing cost of owning and maintaining a horse as well as the need for specialised training and equipment.  This sometimes made it difficult for riders to pursue their passion and develop their skills  The club provided grass roots level entry and affordable access to expert instruction and facilities to enable youth to pursue their passion in a growing environment.

·        Covid had a significant impact on the mental health of children with anxiety levels higher than usual.  The pony club offered a safe environment in which to learn how to care for ponies and spend time with their friends.  It was beneficial for children who were stressed as being with horses provided a sense of purpose and was therapeutic with bonds and mutual trust being formed with a child and their pony.  It also provided confidence and a sense of responsibility and accomplishment in a supported and safe environment.  

·        Children faced lots of challenges with the pressures of social media and the impact of technology on social skills.  Pony club could provide social support for children struggling with those issues, where children could develop social skills and meaningful connections with others who shared their love of horses and riding. Investing in the pony club could help to develop those life skills and connect with the natural world. 

·        The club supported Option C in principle, maintaining the connection to the valley and for the golf course, equestrian facilities and green space to continue.

·        They supported better parking, access and an indoor equestrian arena but did not support the enhancement of the sports fields or any reduction of the equestrian space to allow for active sports.

·        Within the next few weeks the BOP Pony Club were hosting the NZ Pony Club Championships at Taupo.  Unfortunately they were unable to be held here as there were insufficient facilities.

·        If Council agreed to either Option A or B, the club ask that any relocated venue should be one for all equestrian sports including pony club.

In response to questions

·        The Greerton Pony Club currently had 17 members but the Tauranga Pony Club had four branches with 120 members overall. 

·        Commissioners noted that they were tasked with how to get more people to use the greenspaces.  The number of equestrian group members was not a lot compared to the 155,000 residents living in the city with a shortage of sports grounds for people to use for active recreation.  The dilemma with the status quo was how to enable more people to play sports in the area as well as keep equestrian sports.   

·        Concern was raised that if sports fields were in the centre of the course, horses would not be able to ride on them.  Commissioners were aware that during big events there were lots of horse trailers and not enough room, so were unsure what the state of the grounds would be if horses rode on them on a regular basis.

·        There was a safety aspect with the flight nature of a horse when bringing in the unknown like dogs, pushchairs, umbrellas. 

·        Commissioners noted that they understood the value and connections children had with horses and that the pony club had been operating for a long time. 

·        In relation to a query regarding membership, the Tauranga Pony Club had discussed becoming one group rather than four, but logistically it was tricky as members came from a lot of areas.  The Greerton Pony Club was the smallest and, due to Covid, there were times when there were no events or shows for members to attend.  Membership had grown again this year; overall, equestrian sports were quite difficult to access and were expensive.  The club applied for funding for instruction, as they were trying to keep it accessible to those who may not necessarily come to the show events.  The rallies were free.

·        The club did not hold statistics on the frequency of events with higher levels of parking, but the Tauranga club held five gymkhanas a year and each of the branches held their own one.  The Tauranga Pony Club held show jumping and a closing gymkhana, which was for all the branches. 

·        There was a sand area in the middle of the track that was not suitable for riding, but there was a half-track which was smaller in the interior track. The spacious area could be used for parking on a show day as it would not be used then.

·        Commissioner Tolley explained the process to make a decision and noted that they were conscious of the timeline for all the clubs involved.

Resolution  CO5/23/1

Moved:       Commissioner Bill Wasley

Seconded:  Commissioner Stephen Selwood

That the Council:

(a)     Receives the report "Greerton Maarawaewae Options Study - Hearings Report" and the written submissions attached to this report, received during the Greerton Maarawaewae Options Study phase 3 consultation.

(b)     Receives the verbal submissions and additional information from submitters wishing to speak who provided a submission on the Greerton Maarawaewae Options Study during phase 3 consultation.

(c)     Receives further submissions on the Greerton Maarawaewae Options Study from community members who provided feedback during the phase 1 and 2 engagement with the community.

Carried