Agenda of Ordinary Council meeting - Monday, 11 December 2023

Ordinary Council meeting Agenda

11 December 2023

11.4 Cameron Road Stage 2 Detailed Business Case

File Number: A15275818

Author: Richard O Kane, Senior Project Manager

Authoriser: Nic Johansson, General Manager: Infrastructure

Purpose of the Report

1. To provide an overview of the Cameron Road Stage 2 Detailed Business Case and to seek Council endorsement for its submission to Waka Kotahi for their approval.

Recommendations

That the Council:

(a) Receives the report "Cameron Road Stage 2 Detailed Business Case".

(b) Endorses the Detailed Business Case for submission to Waka Kotahi Board for approval.

Executive Summary

2. The purpose of the Cameron Road Stage 2 Detailed Business Case (CRS2 DBC) is to outline the need for investment in a long-term transport solution, within the Te Papa Peninsula of Tauranga. The study area for the CRS2 DBC is along Cameron Road between 17^th Avenue and Cheyne Road.

3. Tauranga and Cameron Road are on the cusp of significant changes in land use. The long-term ambition is to accommodate future growth, manage congestion and enable the urban transformation of the Te Papa Peninsula through providing:

(a) Greater housing choices;

(b) Safe and efficient transport options;

(d) The infrastructure needed to support healthy and connected communities now and in the future.

4. In response, the SmartGrowth endorsed Urban Form + Transport Initiative (UFTI) Connected Centres Programme was developed in 2020. The UFTI Connected Centres Programme is based on intensifying existing and enabling new growth areas, and having a transport system that supports safe, frequent, and reliable multimodal access for people and goods. The improvements investigated in this business case are a critical step in achieving the UFTI Connected Centres Programme.

5. CRS2 is included and aligns with the Western Bay of Plenty Transport Spatial Plan (TSP) endorsed by the region by promoting alternative travel modes, increasing bus usage, and reducing car congestion, supporting the plan's goals and enhancing freight reliability. Integrated with increased housing density, the project offers diverse transportation and living options, providing residents with improved access to amenities, employment and links into vital public spaces with the aim to foster vibrant and connected communities.

6. This DBC is a result of collaborative efforts between Tauranga City Council, tangata whenua, Bay of Plenty Regional Council, Waka Kotahi New Zealand Transport Agency (Waka Kotahi), and stakeholders.

7. This Business Case identifies a preferred way forward for investment with project partners and stakeholders. This includes the provision of peak hour bus lanes, a two-way cycleway and places that recognise the cultural significance of parts of the corridor.

8. The investment is proposed to be implemented from 2024 to 2027/28 and financed from a range of funding sources including Crown Funding, the National Land Transport Fund and local share from rates and developer contributions. The total project is estimated to be $164M (P50 rounded) in investment, with a discounted construction cost estimate of $143M, yielding an expected benefit of $103M (Net Present Value), and overall BCR of 0.81 or 1.05 with wider economic benefits included.

Background

9. The Te Papa Peninsula and Cameron Road corridor constitute a vital hub for residential, employment, and amenity growth in Tauranga, serving as a primary arterial connection from the southern suburbs to the city centre. This area, home to schools, businesses, public spaces, and the hospital, is undergoing a transformative process outlined in strategic documents such as the Te Papa Spatial Plan, UFTI, Plan Change 33, and the Tauranga Moana Cultural Framework.

10. The Business Case started in 2022 and aims to build upon Stage One, scheduled for completion in early 2024.

11. Cameron Road is identified as a strategic public transport corridor and plays a key role in promoting increased use of public transport and active modes within Te Papa, aligning with broader urban growth plans. The significance of Cameron Road is further underscored by its inclusion in the Public Transport Reference Case, connecting the CBD, Greerton, and the Tauriko area, and its endorsement in the Tauriko Network Connections DBC, emphasizing the need for upgrades to support high-quality public transport services and accommodate urban growth in the Western Corridor.

12. A Lessons Learnt study has been commissioned for the Stage One project, with findings being available in advance of the next (detailed design) phase of the project. The ‘Lessons Learnt’ will be considered as part of the detailed design process with construction lessons learnt incorporated within the implementation phase of CRS2.

13. A significant period of public consultation on the Concept Design has been completed up to 12^th November ‘23, with valuable feedback now being assessed in advance of the next, ‘detailed design’ stage of the project, which subject to approval of the Detailed Business Case, will commence in January 2024.

14. A staged approach to detailed design that integrates the associated Three Waters components, along with the subsequent staged implementation process has been identified as part of the concept design phase, thus avoiding the simultaneous construction across the entire route as the city experienced during Stage 1 of the project.

Strategic / Statutory Context

15. The Business Case aligns with the Urban Form and Transport Initiative (UFTI) and Te Papa Spatial Plan, focusing on pedestrian and cyclist safety, bus priority measures, and key land transport priorities, including climate change mitigation and safety. It supports the Vision Zero principle and aims to reduce private vehicle trips in line with the Climate Change Commission's advice.

16. Additionally, the project aligns with the Western Bay of Plenty Transport Spatial Plan (TSP) by promoting alternative travel modes, increasing public transport usage, and reducing car congestion, supporting the plan's goals and enhancing freight reliability. Integrated with increased housing density, the project offers diverse transportation and living options, providing residents with improved access to amenities and employment.

Options Analysis

17. An Investment Logic Mapping (ILM) workshop was held in May 2022 with various stakeholders with the purpose of understanding issues faced by users of Cameron Road and to justify the need for improvements.The ILM workshop identified the benefits and an Opportunity Statement centred on strengthening cultural identity, restoring the mauri of land and water and ultimately managing and realising the anticipated benefits.

18. The long list options analysis considered various methods to address the transport problem, providing confidence to decision makers that suitable solutions were being explored.

19. Four options were identified for progression: Do Minimum, and three Hybrid options with different focuses (Safety and Active Modes, Public Transport, and People and Place) all incorporating environmental enhancements.

20. Following assessments and stakeholder consultation, none of the shortlisted options were deemed fully satisfactory on their own. Therefore, a hybrid option is proposed, combining high-value features of the shortlisted options to optimise project benefits while minimising potential drawbacks.

21. The emerging Preferred Option for the corridor development proposes integrating the history and cultural identity of Cameron Road and the peninsula into the design, emphasising placemaking opportunities, including a two-way cycleway, 3.5m wide peak-hour bus lanes, and a minimum 2.5m wide footpath on both sides. The plan features signalised mid-block crossings, one lane for general traffic in each direction, measures for speed reductions, and strategically positioned bus stops, along with the use of raingardens for water quality treatment in appropriate areas, all subject to further detailed design considerations.

22. The Business Case also covers a range of other areas which includes:

(a) The Strategic Case which outlines the options assessed, the outcomes and objectives of the project. The primary outcome is to:

(i) Offer a safe, culturally integrated, and vibrant environment that aligns with the Te Papa Spatial Plan's vision for the next 30 years. The investment objectives include improving safety for all users, supporting spatial plan goals through infrastructure development, reducing reliance on private vehicles, and acknowledging the historical significance of the area.

(b) The Management Case which outlines the strategic approach to the next phases of the project, leveraging past successes and lessons learned from Stage 1 to enhance future stages. The focus is on effective governance, milestone planning, stakeholder engagement, risk management, and ultimately realising the anticipated benefits.

(c) The Commercial Case which outlines a phased implementation strategy, with construction services procurement planned for 2024, incorporating a flexible approach that includes negotiating the inclusion of the Detailed Design phase based on performance, while noting the absence of significant consenting risks during the Design-Build-Construct phase of the multi-modal improvements on Cameron Road.

(d) The Financial Case for the Preferred Option underscores a diverse funding approach, with contributions from Crown Funding, the National Land Transport Fund, and local sources. It assures the project's affordability, emphasises ongoing alignment with broader investments, and highlights the need for cost refinement during the detailed design phase to ensure effective implementation.

(e) The Economic Case for the project is considered economically feasible with a BCR of 0.81 (without wider economic benefits) and 1.05 with wider economic benefits. The key benefits associated with Business Case are:

(i) Integrate sustainable urban planning and promote remote work to reduce emissions growth.

(ii) Facilitate public-private partnerships and involve local communities to enable the development of Stage 3.

(iii) Establish innovation hubs and mixed-use zoning to grow access to goods and services.

(iv) Support business diversification and develop an emergency preparedness plan to increase business resilience.

Financial Considerations

23. The forecasted delivery costs for the project are expected to cost between $164M (P50) to $198M (P95).

24. The proposed cost sharing arrangement between Tauranga City Council, the Crown and Waka Kotahi is tabulated below:

25. The cost and cashflow for the implementation phase will be assessed through the detailed design phase and the total project cost is considered to be affordable and within existing budget forecasts. Ongoing alignment with broader transport and Three Waters investments will be required to maximise the expected benefits, reduce disruption and to provide cost efficiencies through the pre-implementation phase.

26. The project has been accounted for in the draft LTP which is due to be adopted next year. We have budgeted for the full cost of the project as part of the draft LTP which is based on current cost estimates.

Legal Implications / Risks

27. Funding availability within the National Land Transport Plan is a key uncertainty. This will be confirmed through the Waka Kotahi decision-making process and assessed alongside other projects nationally for funding assistance. To mitigate this uncertainty the focus has been on supporting the development of a strong investment case which tells a compelling story for investment and the benefits that would flow from this.

28. Increasing costs over time (pre-implementation and implementation phase) have been raised as occurring across most transport projects in New Zealand. Contingencies have been added to the physical woks, ongoing maintenance and operational costs.

29. Funding of parallel projects in the vicinity or within Cameron Road including bus priority measures proposed by BoPRC, the proposed grade separation of the SH29a intersection as noted in the Tauriko Connections business case and water upgrades along, across and adjacent to the corridor has noted financial risks. Mitigations include ongoing coordination through the pre-implementation/detailed design to align with parallel investments, reduce disruption and maximise the expected benefits.

30. There are a range of project-level delivery risks for TCC to manage including maintaining the relationship with BoPRC, potential financial challenges without Waka Kotahi funding, political support changes due to the recent general election, uncertainties in ground conditions, economic appraisal concerns, and the need to maximise Stage 1 benefits. Mitigation strategies involve transparent communication, early engagement with funders, demonstrating a strong case for investment, detailed site investigations, careful economic appraisal, and incorporating lessons learned from Stage 1 into subsequent phases. The risk management approach adheres to Tauranga City Council guidelines, with the TCC Project Manager responsible for maintaining a risk register and reporting significant changes to the Project Control Group.

31. The project also relies upon Waka Kotahi investing in the Tauriko Network Connections DBC, in particular Barkes Corner. Whilst that business case is endorsed, funding is yet to be confirmed.

Consultation / Engagement

32. There has been considerable consultation and engagement over the 1.5-year development of the Business case. GHD has led this consultation and engagement and in a number of situations this has been supported by and with involvement of TCC staff.

33. Engagement involves a comprehensive and multi-layered approach, including interactive workshops, public exercises, and targeted engagement with various groups, employing a robust and rigorous process that takes stakeholders and the community through a phased journey, with messaging cantered on the importance of infrastructure investment to support future land use, and providing technical overviews to foster a strong sense of ownership and understanding of decision rationale.

The development of this project prioritised community engagement, following a four-stage process, guided by principles such as putting the community first, maintaining consistent and transparent communication, using clear language, and emphasizing the broader strategic benefits for the people of Tauranga.

34. Engagement with Mana Whenua was a key objective of the business case and focused on establishing robust partnerships with mana whenua, including recognising cultural relationships, engaging with local Māori communities, incorporating Māori aspirations through co-design, participating in consultations, facilitating learning sessions, developing cultural narratives, ensuring transparency, and carefully managing project risks in alignment with Māori values and the Treaty of Waitangi. Additionally, the use of Tauranga Moana Design Principles is highlighted to inform the assessment of interventions for the project. These principles aim to guide culturally appropriate design processes and responses that enhance appreciation of the natural, landscape, and built environment in the Tauranga Moana area.

35. Initial Discovery Phase community and stakeholder engagement took place between May- July 2022 with the objective to understand the community’s sense of place and determine how it can be incorporated into the Business Case. Overall, 225 respondents engaged with TCC, a Vision Workshop was held on the 25 May 2022, over 90 business were visited along the corridor and three walking tours with Schools were held.

Key themes that emerged from the consultation included:

(a) The importance of connections across the corridor;

(b) Recognition of the significant cultural heritage;

(d) Improving safety and amenity within the corridor;

(e) Streetscape contributing to a sense of place along the corridor;

(f) Supporting local businesses;

Feedback and technical study findings were taken into consideration to develop a long-list of options for the corridor.

36. Long-list workshops to seek feedback on the eight options were undertaken between August – September 2022 attended by key project partners, hapu, business and community organisations with the aim to provide updates on key findings to date, present and compare options against investment objectives and identify key features and trade-offs. Discussion around the criteria for the Multi-Criteria Assessment (MCA) was agreed with participants providing preliminary scores for each option. The MCA criteria were Safety, Place, Access and Growth.

37. Following the long list MCA assessment and stakeholder consultation, four short-list options were identified for progression for the corridor:

(a) Do Minimum (included as a comparator)

(b) Hybrid – Safety and Active Modes focus with Street Greening (environmental enhancements)

(d) Hybrid – People and Place focus with Street Greening (environmental enhancements)

38. Short-list community and stakeholder engagement took place between February – April 2023 and was used to develop the preferred option. Over 400 respondents took part during this time and activities included business drop-in sessions, open day stalls at the Tauranga Farmers Market and Summer Market, three community drop-in sessions, a virtual engagement room and online survey which saw 228 responses.

39. Key themes that emerged from the short-list engagement were:

(a)

Ordinary Council meeting Agenda

11 December 2023

11.5 Accessible Streets Otumoetai Business Case Approval

File Number: A14432476

Author: Karen Hay, Team Leader: Cycle Plan Implementation

Authoriser: Nic Johansson, General Manager: Infrastructure

Purpose of the Report

1. This report presents the outcome of the consultation and engagement on the Accessible Streets Ōtūmoetai project, notes where community consultation has led to changes to the design, and the preferred option for inclusion within the business case.

2. Seeks approval from Council for the Accessible Streets for Ōtūmoetai business case.

Recommendations

That the Council:

(a) Receives the report "Accessible Streets Otumoetai Business Case Approval".

(b) It recommends that the Council approves:

(i) The business case for Accessible Streets for Ōtūmoetai noting that any minor changes to the business case be approved by the General Manager Infrastructure.

(ii) The revised design and the associated design changes in response to community feedback as outlined in Appendix A of this report.

(iii) In the event that Waka Kotahi partnership funding and the business case is approved, the project proceeds to final design and implementation, noting that any substantial design changes will be consulted on with directly affected residents only.

Executive Summary

3. Tauranga’s population is expected to grow by up to 78,000 people over the next 50 years, dramatically affecting the way our city looks, feels, and operates. Transport options will need to evolve to meet the needs of a growing population. There is a clear community desire in Ōtūmoetai to improve transport options and Council sees a clear case to proceed with work to improve the situation.

4. If we continue at our current rate of car use, congestion across the transport network will only increase. While we recognise people will continue to drive, rebalancing how existing street space is used will provide people more options for how they get around, encouraging changes in travel habits and enabling us to prepare our city for the future. It will be vital that we enable more people to get around safely in low-carbon ways, so we can support growing neighbourhoods, keep traffic flowing for freight and people who need to drive, and a more sustainable future for Tauranga.

5. The Accessible Streets for Ōtūmoetai Peninsula project is in response to the growing need for safe, sustainable, and convenient travel options in the area. With easy access to schools, community hubs, shops, and the city centre, the peninsula offers an ideal location to support alternative ways of getting around such as walking, biking or using public transport.

6. The changes being proposed in the area will be a combination of permanent changes, alongside transitional or temporary. Whether walking, riding, or using public transport, people will have more options for how they can get to and from work, school, or tertiary study, local shops, or sports and recreation.

7. The temporary changes enable testing of the design prior to making it permanent. This recognises some of the concerns expressed when a project is only on paper can often be resolved once interim installations are in place, providing valuable community feedback in real time for any permanent upgrade. The temporary changes will look a little different and they will take time to get used to, however they will help to get the bike network and bus improvements in place quickly at a lower cost, so more people can benefit sooner.

8. Community feedback in October 2022 and subsequent consultation has driven the project's development, with strong community support for the preferred options. The project focuses on retrofitting multi-modal infrastructure into existing streets, addressing challenges through a range of solutions and community input.

9. The consultation process involved various community engagement activities, with the majority of respondents supporting the project's potential benefits. Feedback led to design changes and improvements based on community input, ensuring a more inclusive approach. Of the 589 responses received related to the design, 50% were supportive or supportive with suggestions, while 32% disagreed with specific design elements, 17% were opposed to the project, and 1% were neutral.

10. The project's significance is marked by its critical role in the transport network and interdependencies with related projects. Accessible Streets is highly dependent on delivering cycleways, safety improvements, walking enhancements, and public transport infrastructure to enable improved travel options. A failure to deliver could prevent benefits from being fully realised and delay the realisation of interdependent projects for more than three years.

11. Key stakeholders, including Waka Kotahi Transport Agency, various Tauranga City Council (TCC) departments, Bay of Plenty Regional Council, Mana Whenua, local schools, local businesses, and advocacy groups, have contributed to the project's development.

12. Full project costs (implementation and business case) total $81.8 M. The project benefit cost ratio is 2.2.

13. A single stage business case has now been completed (Attachment D) and requires approval by both Council and Waka Kotahi

14. Next steps would involve the approval of the project by the Waka Kotahi Board, anticipated in March/April 2024, with detailed design and implementation to follow.

Background

15. Ōtūmoetai Peninsula is identified as one of the priority areas to deliver safe, convenient, healthy, and environmentally friendly travel options due to its expected growth and the high number of trips that can easily be taken by foot, bus, bike, or scooter. Schools, community hubs, shops and reserves, as well as the city centre, are all within a reasonable distance, which provide an opportunity to enable active modes of transport.

16. The consultation and engagement in October 2022 sought feedback on possible options on the primary routes within the peninsula and received strong community support. The Council endorsed the preferred options for consultation in November 2022. The report can be accessed here.

17. The preferred option was developed into an early design with consultation and engagement on those proposals occurring in June/July 2023. The feedback has been valuable to help inform the final proposed design.

18. Building multi-modal infrastructure for bus and people walking, biking scootering while managing the impacts on car travel has its challenges because of the need to retrofit them into established streets.

19. A range of solutions have been developed to address different requirements and circumstances. Wherever possible, amendments have been made to the design in response to the feedback received.

20. A hybrid approach to cycleways is proposed. In some areas, we propose a transitional approach (temporary) for the cycleway, in other areas, a transformational (permanent) approach.

21. A transitional approach enables the installation of temporary improvements that invite more people to walk, bike or use public transport much sooner than if a permanent treatment was applied immediately. As well as making it possible for people to start changing the way they get around earlier, concerns can often be resolved easily once the interim installations have settled in, and it is no longer just a plan on paper. Using temporary materials will enable the Council to gather useful community feedback, based on real-life experience of the change.

22. A transitional approach is maintained between three and five years, after which a permanent solution is developed.

Strategic / Statutory Context

23. With Tauranga's rapid population growth over the last 30 years and predictions of further growth, along with the increasing dependency on private vehicles (84% of trips), investment in improving journey times for freight, improving access to key growth areas, active modes and public transport becomes crucial.

24. The UFTI Connected Centres Programme and the Transport System Plan paves the way for a future-focused land use and transport program. Both the Council and Government agencies acknowledge the substantial role, amongst other initiatives, that active modes and public transport plays in managing congestion.

25. The Ōtūmoetai Peninsula Spatial Plan underscores the importance of creating liveable, healthy, connected, and unique neighbourhoods, a goal that has underpinned the Accessible Streets project.

26. The Tauranga Accessible Streets Programme, (endorsed as part of UFTI), has a key focus to increase active travel mode share and improve safety. The programmes emphasis is to provide a connected network to work and education and optimise existing infrastructure.

27. Collectively these plans address the challenges posed by Tauranga's rapid growth, highlighting the increasing difficulty of accessing economic and social opportunities through the transportation system, especially during peak times.

Options Analysis

28. Option analysis was completed as part of the business case process and consulted upon with the community in late 2022. This was followed by the development of an early design. Consultation on the proposed design was undertaken in June/July 2023. The preferred option has been informed by both constraints within existing street layout and community feedback.

29. The business case for the Accessible Streets for Ōtūmoetai project also covers the range of options considered, and is attached in Attachment D.

30. The key objectives of the project are:

a) Improved access to employment, education and social opportunities by active modes and public transport.

b) Improved cultural, environmental and health outcomes measured by reduction in CO2 emissions.

c) Improved safety for people using active travel modes measured by a reduction in death and serious injuries.

31. Key performance indicators are attached in Attachment B.

Financial Considerations

32. The implementation P50 cost estimate (including 30% risk allowance) of the project is $62.98M.

33. With the additional funding risk allowance (95^th percentile) the implementation cost is 78.8M. The 95^th percentile is an additional financial provision to provide for uncertainty in relation to the estimate inputs and project related threats and opportunities with a potential cost impact. These costs include:

(a) $52.1M associated with safety improvements such as pedestrian crossings, intersection upgrades, landscaping, cultural enhancements and cycle improvements.

(b) $3.8M for Neighbourhood Streets and

34. This cost estimate is $24M less than is estimated in the current draft LTP initially estimated at $103M. This reduction in cost is attributable to utilising a transitional approach in some areas of the project as well as changes to the design as a result of community feedback.

35. Full project costs (implementation and business case) total $81.8 M. The project benefit cost ratio is 2.2.

Legal Implications / Risks

36. A summary of key risks include:

(a) The cost of the recommended option exceeding available funding (unknowns, construction cost, inflationary / market pressures etc). This has been mitigated with a risk allowance of 30% over the base estimate.

(b) Cost increases associated with geotechnical conditions or service relocations: Service identification will be undertaken prior to construction commencing.

(c) The project does not meet the expectation of the community and key stakeholders. This has been mitigated by responding to community feedback with changes made to the design to the maximum extent possible, while utilising a transitional approach in some areas.

Consultation / Engagement

Engagement and consultation approach

37. Feedback from the Ōtūmoetai Spatial Plan underpinned and informed the Accessible Streets project where there was strong support for providing active transport options, connected neighbourhoods both within and to the city centre. The key routes for the project were shared with the community.

38. In October 2022, we asked our community for their views on getting to, from and around the Ōtūmoetai Peninsula and presented different options to make it safer and easier for people to bike, scooter, catch a bus or walk within the Ōtūmoetai Peninsula, as well as into the city centre. Engagement methods included a public survey, workshops, webinars, meetings, and drop-in sessions.

39. One option was clearly preferred by the community, allowing Council to endorse an emerging preferred option, and the project team prepared an early design of this option.

40. In June 2023, we wanted to talk specifically with people who live, work, play and go to school in the Ōtūmoetai Peninsula and talk through the early design potential outcomes and benefits.

41. We let local media know about the consultation. 11,000 letters were sent to residents and businesses in the Ōtūmoetai Peninsula area. The letter had a QR code people could scan with their phone to be taken to our website for more information, see the early design in detail, fill in our survey and share their thoughts.

42. Door knocks and letter drops were undertaken to some 380 properties and business owners inviting them to provide feedback.

43. Ōtūmoetai is a large geographic area, and ensuring the project was well known and that there were opportunities to provide feedback was critical. The survey was designed so people could give as little or as much feedback as they liked on the areas or the route that they were interested in. The summary engagement report and associated feedback from the consultation and engagement can be found in Attachment C.

Summary of feedback

44. 534 people made submissions, of which:

(a) 153 people attended the drop-in sessions,

(b) 355 people completed the online survey, and

45. Of the responses received online, 56% were from people living in Ōtūmoetai and Matua. Most responses (52%) related to the early design between Harington Street and the Ōtūmoetai roundabout, Maxwells Road and Bureta shops.

46. Of the 589 responses received in relation to the design, 50% were supportive or supportive with suggestions while 32% disagreed with specific design elements, 17% were opposed to the project and 1% were neutral.

47. Those who supported the design said it will be safer for people (particularly children) to walk and bike, while also reducing vehicle speeds, and making it easier to cross the road at intersections.

48. Those who opposed design elements, noted that there may be an increase in congestion and frustration for drivers. There was also some opposition to removal of parking and in-lane bus stops.

49. Non design related opposition was due to a variety of factors. The key themes that emerged were:

(a) A view that a low number of people currently cycle in the area,

(b) roads should be prioritised for cars,

(d) utilise alternative routes for the project .

(e) that the project overall is not a good use of money.

50. We have carefully listened to the feedback provided and based on this; changes have been made to the consulted design. A summary of changes and rationale are attached in Attachment A.

51. Changes made to the design has not compromised the objectives of the business case as outlined in item 15 above.

Public Transport priority and in-lane bus stops.

52. There has been strong community support to make it easier and more convenient to use public transport. Some respondents raised concern about in-lane bus stops as it will cause congestion.

53. While the preference is to provide greater bus priority, we understand the concern from the local community regarding in-lane bus stops and potential for increased congestion. In-lane bus stops have been carefully considered.

54. Constrained road space in some locations means that indenting bus stops cannot be achieved without the potential for property purchase from adjacent landowners.

55. Of the 34 bus stops, 8 are in-lane where passing will not be possible, 20 are indented and a further 6 are placed where drivers could pass using the adjacent lane and/or where there is sufficient space to pass when safe to do so.

HIGH LEVEL SUMMARY OF KEY CHANGES IN response to feedback.

56. Where possible, several changes have been made in response to feedback from the community. These responses include either transitional or permanent changes. More detailed responses to feedback are attached in Attachment A.

Route section and key feedback points	High level response
Section 1 - Chapel Street (Harington St to Maxwells Rd) The original proposal suggested one-way cycleways and shared paths along both sides with the removal of a traffic lane from SH2 across the Chapel Street bridge. A lane is reallocated for a bus priority lane from Vale Street heading towards Chapel Street bridge. Key Feedback Points · While there was support for changes proposed, there was also strong opposition to removal of the lane from SH2 causing congestion. · Signalisation of Maxwells intersection causes congestion. · Concern around the safety of the current zebra crossing across Chapel Street in the vicinity of Maxwells Road. · In-lane bus stops are of concern. · Support for bus priority measures.	· The traffic lane between SH2 and north of Bay Central signals is reinstated. · From the Chapel Street bridge to Maxwells Road, a transitional approach is proposed. The traffic lane is allocated for a cycle path for approximately 300m across Chapel Street bridge. · The transitional approach uses temporary materials such as hit sticks that enables feedback and evaluation of the impacts of the change, prior to implementation of any permanent solution. · Maxwells Road intersection signals are removed and replaced with a pedestrian signalised crossing. · As a result of community concerns and the urgency around safety, the zebra crossing is to be signalised in early 2024. · All bus stops along this section have the ability for people to pass with an adjacent lane available. Limited space precludes further indentation.
Section 2 - Maxwells Road, Andrew Place and a section of Pillans Point Road – Neighbourhood Streets The original proposal includes traffic calming with a number of speed humps, a 30km/h speed limit and a shared path connecting to the estuary from Chapel Street. Pedestrian crossings at Andrew Place. Key Feedback Points · Strong support overall for the changes but lack of support for speed humps as they create noise. · Support for 30km/h variable speed limit during school times only. · Path along estuary is supported. · Investigate safety issues with parking on Andrew Place. · Concern with location of crossings on the corner of Andrew Place being too close to the intersection.	· Speed humps removed and will no longer proceed. · 30km/h variable speed limit during school times only. · Path along estuary has been implemented. · We will investigate safety issues associated with parking on Andrew Place. · Location of crossings will be reviewed during the next phase of the project.
Section 3 - Ngatai Road between Maxwells Rd to Ōtūmoetai roundabout. The consulted design included a two-way cycleway, in-lane bus stops, improvements to pedestrian crossings and traffic lights at the Bureta intersection and Ōtūmoetai roundabout. Key Feedback Points · Opposition to signalising Ōtūmoetai roundabout. · Support for signals at Bureta Shops intersection although some prefer a roundabout. · Overall support for safety improvements. · Concern about in-lane bus stops because they create congestion. · Parking removal is of concern.	· A transitional approach to the cycle way is proposed using a temporary separator. Retains cycleway within kerb lines for most of the route precluding the need to underground some overhead lines. · Parking is important and rather than have one-way cycleways on both sides of the road, a two-way cycleway is proposed that retains most the parking on the adjacent side of the road. · The roundabout at Ōtūmoetai Road is retained but additional dedicated pedestrian crossings on raised safety tables are provided. This also maintains the Kauri tree in the roundabout. · The renewal of the Ōtūmoetai rail bridge will enable additional options for a crossing on the seaward side of Ōtūmoetai roundabout. Space constraints preclude any options at the present time. · In-lane bus stops are challenging to avoid in this section due to space constraints. · Between Ōtūmoetai Roundabout and Maxwells Road, there are 8 existing bus stops. Ten bus stops are proposed in the design. · Four of these are in- lane where there is insufficient space to indent them, while four are indented. Two additional bus stops have been added close to Maxwells Road intersection. One of which is in the bus lane. People are able to pass this in the adjacent traffic lane while the other can be passed using the adjacent flush median. · Modelling has shown an average delay of 30 seconds with +- 10% variability. This means an average of 2-minute additional travel time for drivers.
Section 4 - Bureta shops and Bureta Road The consulted design includes a 2.5m shared path along Bureta Road connecting Ngatai Road to Vale Street, signalising the Bureta and Ngatai Road intersection, upgrading bus shelters and bus stops, and building new pedestrian crossings on raised safety platforms. Key Feedback Points · Support for improved safety, accessibility, and landscaping · Preference for separated cycleways as opposed to shared path. · Parking removal and in-lane bus stops were of concern.	· This area has a high placemaking function. This means that our proposal includes landscaping, wider footpaths and overall, a more traffic calmed space that improves the amenity, safety and accessibility of the area. For this reason, cycle lanes are not able to be provided without significant impact on parking. · Of the 50 carparks, 8 are removed to enable the shared path and crossing facilities. · Safety of pedestrians are a high priority. The crossing provides better access and safety for all ages and abilities. · There are two bus stops, one is currently in-lane and the other not. During the next stage of design, we will review one of the bus stops with a view to indent the bus stop by considering potential underground service risk and space available.
Section 5 Ōtūmoetai Road from Ōtūmoetai roundabout to Norton Road The consulted design replaces the Ōtūmoetai roundabout with traffic lights, creates cycle lanes along Ōtūmoetai Road from the existing roundabout to Norton Road, and features new and existing pedestrian crossing upgrades. As a result of these changes, 13 carparks would be reduced to seven. No car parking changes are proposed on Cherrywood Drive within the shopping area. Key Feedback Points · Opposition to signalising Ōtūmoetai roundabout. · The cycle lanes should be protected from traffic and extend further along Ōtūmoetai road. · Overall support for safety and accessibility improvements · Parking removal is of concern. · A crossing opposite the stairs from Carlton Street is required to support students crossing Ōtūmoetai Road. · Concern that Ōtūmoetai Road has not been included for students to access Ōtūmoetai Primary.	· The Ōtūmoetai roundabout and the kauri tree is retained. Please refer Section 3 above. · A crossing for students opposite the stairs is programmed for delivery within the FY25 financial year. · We will, through the next phase of the design investigate opportunities for additional protection from traffic for cycling, without impacting on access to parking. · Parking needs have been carefully considered within the design, but some trade-offs are needed to provide improved accessibility and safety. · We agree that accessibility improvements are needed to Ōtūmoetai Primary. This will be programmed within our safety programme between 2025 and 2027.
Section 6 Windsor Road from Ngatai Road, Charles Street to Bellevue Road A two-way cycleway on the school side of Windsor Road. To accommodate the two-way cycleway and retain parking on both sides of the road, this option removes a general traffic lane on Charles Street and Windsor Road between Ngatai Road and Anne Road to introduce a one-way circulation system. Key Feedback Points · Opposition to one way system extending to Anne Road. It should terminate at Princess Road. · Some people say accessibility and pedestrian improvements have not been addressed to support Bellevue Primary School. The footpaths are narrow and in poor condition. · Additional crossing is needed at the pools and tennis court. · Consider opportunities for a kiss and ride to support drop off and pick up at Ōtūmoetai college.	· This section is permanent given the high volume of students accessing the area. · The one-way system now terminates at Princess Road. The resulting impact within the design is removal of additional parking. · The design will be reviewed to reduce the width of the shared path at the bus stop and reinstate parking to the maximum extent possible. Consultation with directly affected residents and the school to find a balanced solution at this location. · There is also potential to time restrict parking during school drop off and pick up times to ensure that a kiss and ride can be implemented. · Footpath upgrades and accessibility improvements will be programmed for delivery in consultation with Bellevue Primary school. · An additional crossing will be investigated as part of the next stage of the project.
Section 7 Princess Road, Queen Road, Anne Road and Margaret Road The consulted design creates a neighbourhood safer street area with speed bumps to slow vehicles down and upgraded pedestrian crossings. Some street parking will be removed, and changes made to support the one-way traffic system proposed on Windsor Road Key Feedback Points · Opposition to one way system extending to Anne Road. · Concern around speed humps, would prefer wider footpaths and increased tree planting and landscaping. · Support for pedestrian crossing facilities but some need to be moved back from the intersection. · Access/footpath improvements required to support Bellevue Primary School students.	· One way system terminates at Princess Road · Speed humps are removed. Landscaping opportunities and footpath renewals will be considered as part of the next stage of design. · Review of location of crossings undertaken at next stage of design. · Access and footpath improvements investigations to be undertaken in consultation with Bellevue Primary school.
Section 8 Bellevue Road - from Windsor Road to 15 Bellevue Road The consulted design includes two-way cycle facility on southern side of Bellevue Road, changing to one-way facility south of the Brookfield roundabout. A signalised crossing will be provided for cyclists to transition from one facility type to another and for pedestrians to access bus stops. Key Feedback Points · Strong support around improved safety and accessibility · Concern around the impact on trees. · In-lane bus stops are of concern. · Removal of parking is of concern for some. · Lack of support for shared paths with separated cycle facilities is preferred.	· A transitional approach is now proposed with temporary separators for the cycleway. · This means the removal of the flush median between Sharon Place and Waihi Road Intersection and narrower, but safe lane widths. · The flush median is retained for pedestrian refuges, at key intersection and at access into New World carpark. · This approach enables people to provide feedback on the changes prior to it made permanent. · A transitional approach now enables the trees to be retained. · The exception is two trees close to Jefferson Place will need to be removed. As a result of design changes, trees as Lees Park are also now retained. · Where trees cannot be retained, additional planting of trees will be planted in consultation with urban foresters. · Shared paths are isolated to absolute minimum. Within a very constrained environment, separated facilities cannot be achieved without significant impact on other road users.
Section 9 - Waihi Road and 11th Avenue Combination of one-way cycleways / shared paths and bus priority measures. The removal of a city bound traffic lane between the slip lane exit to Takitimu Drive and Edgecumbe Road to provide space for a bus/transit lane. Conversion of citybound parking between Edgecumbe Road and Cameron Road to an AM peak bus. On-street parking would be removed here during the am peak travel times. Key Points · Concerns that the bus lane along 11^th Ave will create congestion. · Request this be part time only or a T3 transit lane. · Impact of changes to access for businesses · Planting of trees to improve the amenity of the area. · In-lane bus stops is of concern. · Frequency of bus services to be improved.	· We agree with the proposal that the bus lane only be operational during the morning peak being 7am to 9am. This will be further evaluated should the need arise. Unfortunately, a transit lane cannot be applied in this instance due to the short distance of the bus lane. · Staff have worked closely with business owners to discuss their concerns and address these the design. This includes: o Access is reinstated to McDonalds and 11^th Avenue shops off Waihi Road. o Met with businesses in vicinity of Koromiko Street who helped inform how the design could best accommodate their needs. · We will seek opportunities to improve the amenity of the area through the next stage of the project. · All bus stops in this section can be passed or an adjacent traffic lane is available. · The Bay of Plenty Regional Council is developing a business case to improve frequency of buses.

Route section and key feedback points

High level response

Section 1 - Chapel Street (Harington St to Maxwells Rd)

The original proposal suggested one-way cycleways and shared paths along both sides with the removal of a traffic lane from SH2 across the Chapel Street bridge.

A lane is reallocated for a bus priority lane from Vale Street heading towards Chapel Street bridge.

Key Feedback Points

· While there was support for changes proposed, there was also strong opposition to removal of the lane from SH2 causing congestion.

· Signalisation of Maxwells intersection causes congestion.

· Concern around the safety of the current zebra crossing across Chapel Street in the vicinity of Maxwells Road.

· In-lane bus stops are of concern.

· Support for bus priority measures.

· The traffic lane between SH2 and north of Bay Central signals is reinstated.

· From the Chapel Street bridge to Maxwells Road, a transitional approach is proposed. The traffic lane is allocated for a cycle path for approximately 300m across Chapel Street bridge.

· The transitional approach uses temporary materials such as hit sticks that enables feedback and evaluation of the impacts of the change, prior to implementation of any permanent solution.

· Maxwells Road intersection signals are removed and replaced with a pedestrian signalised crossing.

· As a result of community concerns and the urgency around safety, the zebra crossing is to be signalised in early 2024.

· All bus stops along this section have the ability for people to pass with an adjacent lane available. Limited space precludes further indentation.

Section 2 - Maxwells Road, Andrew Place and a section of Pillans Point Road – Neighbourhood Streets

The original proposal includes traffic calming with a number of speed humps, a 30km/h speed limit and a shared path connecting to the estuary from Chapel Street. Pedestrian crossings at Andrew Place.

Key Feedback Points

· Strong support overall for the changes but lack of support for speed humps as they create noise.

· Support for 30km/h variable speed limit during school times only.

· Path along estuary is supported.

· Investigate safety issues with parking on Andrew Place.

· Concern with location of crossings on the corner of Andrew Place being too close to the intersection.

· Speed humps removed and will no longer proceed.

· 30km/h variable speed limit during school times only.

· Path along estuary has been implemented.

· We will investigate safety issues associated with parking on Andrew Place.

· Location of crossings will be reviewed during the next phase of the project.

Section 3 - Ngatai Road between Maxwells Rd to Ōtūmoetai roundabout.

The consulted design included a two-way cycleway, in-lane bus stops, improvements to pedestrian crossings and traffic lights at the Bureta intersection and Ōtūmoetai roundabout.

Key Feedback Points

· Opposition to signalising Ōtūmoetai roundabout.

· Support for signals at Bureta Shops intersection although some prefer a roundabout.

· Overall support for safety improvements.

· Concern about in-lane bus stops because they create congestion.

· Parking removal is of concern.

· A transitional approach to the cycle way is proposed using a temporary separator. Retains cycleway within kerb lines for most of the route precluding the need to underground some overhead lines.

· Parking is important and rather than have one-way cycleways on both sides of the road, a two-way cycleway is proposed that retains most the parking on the adjacent side of the road.

· The roundabout at Ōtūmoetai Road is retained but additional dedicated pedestrian crossings on raised safety tables are provided. This also maintains the Kauri tree in the roundabout.

· The renewal of the Ōtūmoetai rail bridge will enable additional options for a crossing on the seaward side of Ōtūmoetai roundabout. Space constraints preclude any options at the present time.

· In-lane bus stops are challenging to avoid in this section due to space constraints.

· Between Ōtūmoetai Roundabout and Maxwells Road, there are 8 existing bus stops. Ten bus stops are proposed in the design.

· Four of these are in- lane where there is insufficient space to indent them, while four are indented. Two additional bus stops have been added close to Maxwells Road intersection. One of which is in the bus lane. People are able to pass this in the adjacent traffic lane while the other can be passed using the adjacent flush median.

· Modelling has shown an average delay of 30 seconds with +- 10% variability. This means an average of 2-minute additional travel time for drivers.

Section 4 - Bureta shops and Bureta Road

The consulted design includes a 2.5m shared path along Bureta Road connecting Ngatai Road to Vale Street, signalising the Bureta and Ngatai Road intersection, upgrading bus shelters and bus stops, and building new pedestrian crossings on raised safety platforms.

Key Feedback Points

· Support for improved safety, accessibility, and landscaping

· Preference for separated cycleways as opposed to shared path.

· Parking removal and in-lane bus stops were of concern.

· This area has a high placemaking function. This means that our proposal includes landscaping, wider footpaths and overall, a more traffic calmed space that improves the amenity, safety and accessibility of the area. For this reason, cycle lanes are not able to be provided without significant impact on parking.

· Of the 50 carparks, 8 are removed to enable the shared path and crossing facilities.

· Safety of pedestrians are a high priority. The crossing provides better access and safety for all ages and abilities.

· There are two bus stops, one is currently in-lane and the other not. During the next stage of design, we will review one of the bus stops with a view to indent the bus stop by considering potential underground service risk and space available.

Section 5 Ōtūmoetai Road from Ōtūmoetai roundabout to Norton Road

The consulted design replaces the Ōtūmoetai roundabout with traffic lights, creates cycle lanes along Ōtūmoetai Road from the existing roundabout to Norton Road, and features new and existing pedestrian crossing upgrades. As a result of these changes, 13 carparks would be reduced to seven. No car parking changes are proposed on Cherrywood Drive within the shopping area.

Key Feedback Points

· Opposition to signalising Ōtūmoetai roundabout.

· The cycle lanes should be protected from traffic and extend further along Ōtūmoetai road.

· Overall support for safety and accessibility improvements

· Parking removal is of concern.

· A crossing opposite the stairs from Carlton Street is required to support students crossing Ōtūmoetai Road.

· Concern that Ōtūmoetai Road has not been included for students to access Ōtūmoetai Primary.

· The Ōtūmoetai roundabout and the kauri tree is retained. Please refer Section 3 above.

· A crossing for students opposite the stairs is programmed for delivery within the FY25 financial year.

· We will, through the next phase of the design investigate opportunities for additional protection from traffic for cycling, without impacting on access to parking.

· Parking needs have been carefully considered within the design, but some trade-offs are needed to provide improved accessibility and safety.

· We agree that accessibility improvements are needed to Ōtūmoetai Primary. This will be programmed within our safety programme between 2025 and 2027.

Section 6 Windsor Road from Ngatai Road, Charles Street to Bellevue Road

A two-way cycleway on the school side of Windsor Road. To accommodate the two-way cycleway and retain parking on both sides of the road, this option removes a general traffic lane on Charles Street and Windsor Road between Ngatai Road and Anne Road to introduce a one-way circulation system.

Key Feedback Points

· Opposition to one way system extending to Anne Road. It should terminate at Princess Road.

· Some people say accessibility and pedestrian improvements have not been addressed to support Bellevue Primary School. The footpaths are narrow and in poor condition.

· Additional crossing is needed at the pools and tennis court.

· Consider opportunities for a kiss and ride to support drop off and pick up at Ōtūmoetai college.

· This section is permanent given the high volume of students accessing the area.

· The one-way system now terminates at Princess Road. The resulting impact within the design is removal of additional parking.

· The design will be reviewed to reduce the width of the shared path at the bus stop and reinstate parking to the maximum extent possible. Consultation with directly affected residents and the school to find a balanced solution at this location.

· There is also potential to time restrict parking during school drop off and pick up times to ensure that a kiss and ride can be implemented.

· Footpath upgrades and accessibility improvements will be programmed for delivery in consultation with Bellevue Primary school.

· An additional crossing will be investigated as part of the next stage of the project.

Section 7 Princess Road, Queen Road, Anne Road and Margaret Road

The consulted design creates a neighbourhood safer street area with speed bumps to slow vehicles down and upgraded pedestrian crossings. Some street parking will be removed, and changes made to support the one-way traffic system proposed on Windsor Road

Key Feedback Points

· Opposition to one way system extending to Anne Road.

· Concern around speed humps, would prefer wider footpaths and increased tree planting and landscaping.

· Support for pedestrian crossing facilities but some need to be moved back from the intersection.

· Access/footpath improvements required to support Bellevue Primary School students.

· One way system terminates at Princess Road

· Speed humps are removed. Landscaping opportunities and footpath renewals will be considered as part of the next stage of design.

· Review of location of crossings undertaken at next stage of design.

· Access and footpath improvements investigations to be undertaken in consultation with Bellevue Primary school.

Section 8 Bellevue Road - from Windsor Road to 15 Bellevue Road

The consulted design includes two-way cycle facility on southern side of Bellevue Road, changing to one-way facility south of the Brookfield roundabout. A signalised crossing will be provided for cyclists to transition from one facility type to another and for pedestrians to access bus stops.

Key Feedback Points

· Strong support around improved safety and accessibility

· Concern around the impact on trees.

· In-lane bus stops are of concern.

· Removal of parking is of concern for some.

· Lack of support for shared paths with separated cycle facilities is preferred.

· A transitional approach is now proposed with temporary separators for the cycleway.

· This means the removal of the flush median between Sharon Place and Waihi Road Intersection and narrower, but safe lane widths.

· The flush median is retained for pedestrian refuges, at key intersection and at access into New World carpark.

· This approach enables people to provide feedback on the changes prior to it made permanent.

· A transitional approach now enables the trees to be retained.

· The exception is two trees close to Jefferson Place will need to be removed. As a result of design changes, trees as Lees Park are also now retained.

· Where trees cannot be retained, additional planting of trees will be planted in consultation with urban foresters.

· Shared paths are isolated to absolute minimum. Within a very constrained environment, separated facilities cannot be achieved without significant impact on other road users.

Section 9 - Waihi Road and 11th Avenue

Combination of one-way cycleways / shared paths and bus priority measures. The removal of a city bound traffic lane between the slip lane exit to Takitimu Drive and Edgecumbe Road to provide space for a bus/transit lane. Conversion of citybound parking between Edgecumbe Road and Cameron Road to an AM peak bus. On-street parking would be removed here during the am peak travel times.

Key Points

· Concerns that the bus lane along 11^th Ave will create congestion.

· Request this be part time only or a T3 transit lane.

· Impact of changes to access for businesses

· Planting of trees to improve the amenity of the area.

· In-lane bus stops is of concern.

· Frequency of bus services to be improved.

· We agree with the proposal that the bus lane only be operational during the morning peak being 7am to 9am. This will be further evaluated should the need arise. Unfortunately, a transit lane cannot be applied in this instance due to the short distance of the bus lane.

· Staff have worked closely with business owners to discuss their concerns and address these the design. This includes:

o Access is reinstated to McDonalds and 11^th Avenue shops off Waihi Road.

o Met with businesses in vicinity of Koromiko Street who helped inform how the design could best accommodate their needs.

· We will seek opportunities to improve the amenity of the area through the next stage of the project.

· All bus stops in this section can be passed or an adjacent traffic lane is available.

· The Bay of Plenty Regional Council is developing a business case to improve frequency of buses.

57. The Automobile Association and Sustainable Bay of Plenty submission is attached in Appendix K and L.

Significance

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

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

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

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

c) the capacity of the local authority to perform its role, and the financial and other costs of doing so.

d) In accordance with the considerations above, criteria and thresholds in the policy, it is considered that the matter is of medium significance the current and future social, economic, environmental, or cultural well-being of the district or region.

e) any persons who are likely to be particularly affected by, or interested in, the matter.

f) the capacity of the local authority to perform its role, and the financial and other costs of doing so.

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

ENGAGEMENT

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

Next Steps

62. The following are key milestones for the project:

Milestone	Date
Single Stage Business Case	May 2022 - Dec 2023
Waka Kotahi Board Business Case and funding approval	Jan 2024 - Mar 2024
Detailed Design, Consenting, Procurement	May 2024 - Jan 2026
Council update report	Jul 2024 - Aug 2024
Construction	Oct 2024 - Jan 2027

Attachments

1. Attachment A - Accessible Streets for Otumoetai summary of consultation feedback and response - A15340017 (Separate Attachments 2)

2. Attachment B - Key Performance Indicators - A15343732 (Separate Attachments 2)

3. Attachment C - Consultation and engagement summary report - A15343728 (Separate Attachments 2)

4. Attachment D -Draft Single Stage Business Case for the _t_moetai Peninsula - A15343729 (Separate Attachments 2)

5. Attachment E Concept Design Chapel Street between Harington and Maxwells Road - A15355383 (Separate Attachments 2)

6. Attachment F Concept Design Maxwells Road, Andrew Place and a section of Pillans Point Road - A15343726 (Separate Attachments 2)

7. Attachment G Concept Design Ngatai Road between Vale Street and Crescent Road including Bureta Shops - A15343725 (Separate Attachments 2)

8. Attachment H Concept Design Otumoetai Roundabout including Otumoetai Road - A15355419 (Separate Attachments 2)

9. Attachment I Concept Design Ngatai Road-Charles Street -Windsor Road-Belllevue Road-Waihi Road-Eleventh Avenue - A15355428 (Separate Attachments 2)

10. Attachment J Concept Design Neighbourhood Streets Princess Road and Queen Road - A15355440 (Separate Attachments 2)

11. Attachment K BOP AA Submission on Accesssible Streets Otumoetai 2023-07 - A15359759 (Separate Attachments 2)

12. Attachment L Sustainable BOP Submission on Accesssible Streets Otumoetai 2023-07 - A15359758 (Separate Attachments 2)

Ordinary Council meeting Agenda

11 December 2023

11.8 Mount Maunganui Beachside Holiday Park

File Number: A15341723

Author: Sarah Pearce, Organisational Design Lead

Authoriser: Barbara Dempsey, General Manager: Community Services

Purpose of the Report

1. The purpose of this report is to present Bay Venues Ltd’s proposal for the Mount Holiday Park to Council, along with a discussion of the proposal, and to seek Council direction regarding next steps.

Recommendations

That the Council:

(a) Receives the report "Mount Maunganui Beachside Holiday Park".

(b) Decides to:

(i) Transfer the assets and management of the Mount Maunganui Beachside Holiday Park to Bay Venues Ltd, effective 1 July 2024, subject to financial due diligence and completing engagement with tangata whenua, and noting that ownership of the land remains with Council. Approves the inclusion of updated financials based on this decision in the LTP deliberations process; or

(ii) Retain the ownership and operations of Mount Maunganui Beachside Holiday Park ‘in-house’ (status quo)

Executive Summary

2. The Mount Maunganui Beachside Holiday Park is a Council owned facility in Mt Maunganui. Bay Venues Ltd has approached the Council to propose that the assets and management of the Holiday Park are transferred to Bay Venues by 1 July 2024.

3. The Holiday Park is a high-profile asset, located adjacent to the Mauao Historic Reserve, and Mount Hot Pools.

4. There are benefits and risks associated with a potential transfer of the assets and management of the Holiday Park to Bay Venues. Council has also sought independent advice on the matter, which is detailed in the report and attachment.

Background

Mt Maunganui Beachside Holiday Park

5. The Mount Maunganui Beachside Holiday Park (The Holiday Park) is a Tauranga City Council (Council) owned camping facility, located at 1 Adams Avenue, Mt Maunganui. The Holiday Park has been operating continuously since its establishment in the 1930s. It provides a range of camping facilities for holidaymakers and is one of the premier campgrounds in New Zealand. The site is culturally, strategically and commercially significant, due to its location next to the main Mount Maunganui beach, Mauao and the Mount Hot Pools.

6. The Holiday Park is situated on Reserve land and is classified under the Reserves Act 1977 as a Coastal Reserve (p264-265 of Reserve Management Plan)^{^[3]}. It is not listed as a strategic asset within Council’s Significance and Engagement Policy.

7. A range of accommodation options are provided by the Holiday Park, from cabins through to camping sites, and there are currently 13 employees responsible for its day to day running, with 6 of these being permanent staff. There were 88,903 booked nights of accommodation at the park in 2022/23, a 19% increase on the previous year. The profits generated by the Holiday are commercially important for Council, and are used for site improvements, both at the Holiday Park and on surrounding areas, especially Mauao, as well as to pay down Council debt.

8. The Holiday Park is currently managed entirely in-house by Council. Bay Venues Ltd have approached Council with a proposal which seeks transfer of assets and management of the Holiday Park to themselves (noting that the ownership of the land would remain with Council).

Bay Venues Ltd.

9. Bay Venues Ltd (BVL) is a Council Controlled Organisation that manages 24 community facilities on behalf of Council. BVL has a strong relationship with Council and a proven track record of successfully managing Council owned facilities for the benefit of the community.

10. The current portfolio of facilities managed by BVL is diverse, including large, purpose-built facilities such as BayWave and Mercury Arena, through to small community centres across the city. BVL own and operate the Mount Hot Pools, this facility is adjacent to the Holiday Park.

Map of the Holiday Park and Mount Hot Pools

Proposal to transfer the Holiday Park to Bay Venues Ltd

11. BVL approached Council in late 2022 expressing their interest in assuming the management of the Holiday Park (and ownership of its assets). Their proposal does not include ownership of the land, which would remain with Council.

12. Since that time, Council has commissioned an independent report reviewing management and ownership options for the Holiday Park and BVL has formalised their proposal. A summary of both these documents is provided below.

The RSL Consultancy report

13. RSL are a specialist consultancy for the recreation, sport and leisure sectors. They completed an independent management review of the Holiday Park in August 2023 (see Attachment 1). Whilst this report was commissioned by Council, both BVL and Council were provided an opportunity to provide information to RSL, who conducted an independent review.

14. As part of this work, RSL reviewed the Holiday Park’s current operations, BVL’s proposal and a range of potential management models. They also considered key learnings from other councils.

15. The RSL report recommendation was that Council should continue to operate the Holiday Park under current arrangements. Whilst the report highlighted areas where synergy between the Holiday Park and Mount Hot Pools could provide some benefits, the risks and losses to the community outweighed these benefits and there was no pressing need from a community standpoint to transfer the assets and management.

16. The report also recommended that Council continue with already planned enhancements, including increasing the number of cabins onsite, and that Council and BVL work together to explore enhancements to improve the overall experience of both Holiday Park and Mount Hot Pools users.

17. Some of the key observations from the RSL report are as follows:

· Many of the benefits proposed by BVL can be achieved by an ‘in-house’ model.

· There is less reputational risk to Council if the Holiday Park is retained in-house.

· Any change to the Holiday Park ownership and management will have implications for the relationship Council has with the Mauao Trust, and iwi and hapū, and this would need to be carefully considered and managed.

· Retaining the Holiday Park in-house aligns with other recent Council changes, such as bringing park maintenance operations back in-house.

The Bay Venues Ltd proposal

18. Council received an official proposal from BVL to transfer the assets and management of the park in October 2023. The BVL report was completed following the RSL report, and it is the belief of BVL that it responds to the issues raised by the RSL report. The proposal recommends this transfer occurs on 1 July 2024 and is based on achieving the following benefits:

(a) Increased development opportunities, including better integration of the Holiday Park with the Mount Hot Pools and resulting improvement in customer experience.

(b) Improved cultural opportunities and partnership with mana whenua.

19. Revenue growth opportunities referenced in the report included providing integrated pricing options between the Holiday Park and the Mount Hot Pools, benchmarking pricing (and lifting as appropriate), developing a food and beverage option (possibly as a modular café) and providing retail on-site.

20. BVL have acknowledged the risks raised in the RSL report and believe they have been addressed in the latest version of their proposal.

21. Whilst cultural opportunities were referenced, there has been no engagement with mana whenua.

22. The financial considerations of the BVL proposal are discussed in more detail later in this report.

Tangata Whenua considerations

23. The Holiday Park is adjacent to Mauao Historic Reserve. Council’s Reserve Management Plan states:

Mauao is acknowledged as a taonga of immeasurable value which symbolises the endurance, strength and identity of local iwi. For them, Mauao is a link between both the metaphysical and physical worlds, and between the past, present and the future.

24. Mauao historic reserve is owned by Ngāi Te Rangi, Ngāti Ranginui and Ngāti Pūkenga in the form of the Mauao Trust. The reserve is managed jointly by the Mauao Trust and Tauranga City Council under the direction of the Ngā Poutiriao ō Mauao (Mauao Joint Administration Board).

25. The relationship between Council and the Mauao Trust is a significant and valued one. Council and the Trust work together on achieving the goals and actions of the Mauao Historic Reserve Management Plan 2018. Council are also represented on the Trust board itself via the Commissioners, and work is resourced through a ranger employed by Council. These staff relationships are an important mechanism for how Council work with and respect the Mauao Trust, iwi and the sacred tupuna maunga itself.

26. The Holiday Park pays $330,000 annually (from 1 July 2021) to the Council Spaces and Places team towards ongoing restoration projects on Mauao and surrounding areas. BVL’s proposal allows for this to continue.

27. The Holiday Park is not part of the historic reserve but is adjacent to it. BVL’s proposal does not have a direct impact on the historic reserve, but it is established practice to engage with tangata whenua on any issue that may affect Mauao. Given its close proximity to Mauao, Council regularly engages with tangata whenua regarding Holiday Park works and improvements.

28. Tangata whenua have been advised of the proposal. Due to short timeframes, there has not been an opportunity to receive and consider feedback.

29. BVL state in their proposal that they have a strong track record of working with mana whenua on previous projects, including at the Mount Hot Pools.

30. There have also been conversations with iwi and hapū about the Holiday Park and Mauao initiatives. The site of the Holiday Park is within the rohe of hapu Ngāi Tūkairangi (who have an MoU with Council regarding this area) and Ngāti Kuku, and they have interests in this area which are additional to those of the Mauao Trust.

31. Additionally, if there was to be a change in the management of the Holiday Park it would necessitate changes to the relationship between Council and the Mauao Trust.

Financial and economic considerations

32. The Holiday Park has a current book value of 23.6m, with the land value component being $18.9m. At the end of June 2023, there was debt of $3.7m associated with the Holiday Park assets (excluding land). A transfer of assets and operations of the Holiday Park should demonstrate value for money and provide benefits to ratepayers and the wider community. If a transfer is to proceed, these details will be considered and addressed in any deal agreed between Council and BVL.

Financial

33. The Holiday Park currently is a revenue generating asset for Council. Although annual profits have fluctuated in recent years, the Holiday Park is budgeted to generate a cash surplus of $210k/annum on average over the first three years of the draft 2024-34 LTP. Transfer of the Park’s assets and operation would form part of BVL’s non-funded network, and any operating surplus would result in a reduction of the operating grant paid by TCC to BVL. As this surplus currently goes against debt reduction, this change would result in a direct rates saving to TCC. It would however, be offset by an increase in rates funding required to absorb TCC allocated overheads.

34. A significant proportion of the holiday park tourists are domestic, particularly tourists from Auckland. The Covid lockdowns, especially the prolonged lockdowns in Auckland during 2021 have had a significant impact on visitor numbers.

35. Operating expenditure at the holiday park has increased by 66% between 2019 and 2023. The largest cost increases have occurred due to:

· Depreciation of 160%

· Repairs and maintenance costs of 188%

· Other operating expenses, such as rates, water, electricity of 86%

· Employee expenses of 52% and internal allocations 54% (HR, finance etc)

36. Council has proposed increases to user fees and charges at the Holiday Park as part of 2024/25 Draft Fees and Charges. A strategic review of the costs associated was completed and resulted in some increases above the rate of inflation to cover the operational expenses and fund capital improvements. This is currently being consulted on as part of the 2024-34 Long Term Plan.

37. BVL anticipate investing $2.8m into the Holiday Park in the next five years. Any future investment in infrastructure will require resource consent and iwi approval.

38. BVL’s proposal is based on delivering a more commercial model to the Holiday Park, including improved synergies with the Mount Hot Pools.

39. There is already a form of integrated pricing, with holiday park visitors receiving discounted entrance to the Mount Hot Pools (half price entry).

40. BVL have identified a range of revenue growth opportunities as part of their proposal:

· Integrated pricing options providing a better customer offering

· Benchmark pricing against comparable facilities around the country

· Develop a food and beverage offer

· Consider providing a limited convenience/merchandise retail offer on-site.

· Provide activation opportunities to create a more fun environment for children and youth to enjoy.

· Continue to add improved accommodation options.

· Phase out long term, low yield site deals currently in place

· Leverage current collaborative relationship with Tourism Bay of Plenty to investigate branding the Holiday Park under a national brand (e.g., Top 10 Holiday Parks).

41. BVL have indicated that there is an intention to continue to contribute $330k per year to Council’s Spaces and Places team for ongoing improvements to Mauao should they take over operation of the Holiday Park and have included this in financial assumptions. However, there would need to be further consideration given to how this amount may increase in future years and mechanisms to allow for increases and the impact of grant funding.

42. Any capital investment required will compete with other council capital investments.

Funding and Financing Expectations

43. If the decision is made to transfer the Holiday Park to BVL, budget adjustments will be made to the draft 2024-34 LTP as part of the deliberations process.

44. Council’s Revenue and Financing Policy sets out the key funding principles, including accessibility, affordability and benefit to the user. The rationale being that user fees and charges are set at an appropriate level to promote the sustainable use of facilities, as well as provide access to a diverse range of events and recreational experiences for residents and economic benefits from visitors.

45. Funding and financing arrangements between Council and BVL are outlined in the Enduring Statement of Expectations for BayVenues. Currently, BVL receives the following funding from Council:

· Operating grant

· Renewals funding

· New capital funding

· Loan interest funding

46. There are planned works at the holiday park, and a current capital programme budget of $3.591m for the next ten years in the draft 2024-34 Long-Term Plan. Transferring the assets to BVL management would impact the funding BVL receives from Council.

· The operating grant is likely to decrease (by the amount of surplus generated).

· Renewals funding would increase to reflect the Holiday Park’s asset renewal programme.

47. Currently, Council does not have to pay tax on profits made at the Holiday Park as it is a council owned and operated venue. This is not applicable to revenue generated by a CCO. If assets and operations were transferred to BVL, this would no longer apply and BVL would be responsible for tax. Any surplus is expected to be able to be managed through grant amounts and tax losses.

48. A transfer of management of the Holiday Park would see Council lose benefit of overhead allocations. BVL has acknowledged this within the proposal and noted that overheads are lower for BVL in comparison to Council. However, Council overheads would not decrease following the transfer.

Economic

49. There are wider economic considerations relating to a potential transfer of facilities and operations of the Holiday Park to BVL. These are both quantifiable and non-quantifiable and speak to the range of economic interests within the community.

50. The user experience at both the Holiday Park and Mount Hot Pools is likely to change. These changes may deliver a more customer-focused experience with a wider variety of options, but it will also represent a change that not all visitors or Tauranga residents support. The total benefit of these changes is not fully clear.

51. It is likely that fees and charges will rise more highly for campground users, given BVL’s stated intention to benchmark these to offset rising costs and greater ability to raise prices. Benchmarking to similar facilities was one of the considerations when assessing user fees and charges in 2023/24 by Council, so this work has already been undertaken. Further fees and charges rises in the short-term present reputational risks for both Council and BVL.

52. There are potential impacts on the wider economic and commercial relationships with local retailers. A central focus of BVL’s proposal is to increase food and beverage offerings. This is likely to have an impact on surrounding businesses, although the extent is unclear. The area surrounding the Holiday Park and Mount Hot Pools already has many cafés and eateries, with this area arguably already being at saturation point for these services. Council’s policy ‘Commercial Activities in Council Facilities’ requires Council to consider competitive issues, including whether a private sector provider in the marketplace able to deliver the required service. Council policy does not apply to BVL activities.

53. Providing an on-site café in competition to existing businesses presents a reputational risk for both Council and BVL. This risk is acknowledged by BVL in their proposal and is intended to be mitigated through ongoing relationship building by BVL with local businesses.

54. The Holiday Park provides indirect benefits to the community through economic activity generated in the area. The impact of a change in operations at the Holiday Park on the wider community has not been investigated, so should be considered both a risk and opportunity. Until this analysis is completed, potential outcomes are unknown.

Other key matters

55. Mauao holds special significance for many of the city’s residents and is highly valued for its natural beauty and iconic status. The Holiday Park’s location, directly at the base of Mauao, connects it to the maunga in a unique way. It is unclear if further development or intensification of the Holiday Park is supported by the wider community, and if increased commercial activation at the base of Mauao is desired.

56. Given the historic and cultural significance of Mauao and surrounding areas, it is possible that there will be archaeological considerations as part of any significant redevelopments that would occur as part of BVL’s planned redevelopment. It is unclear if this is an issue that has been considered, and what impact it may have in terms of feasibility, timings and costs of new projects on the site.

57. The transfer of assets and management will require a suitable change management process for staff at the Holiday Park.

58. Finally, the Holiday Park has already been undertaking planned improvements over recent years, with more scheduled to come. This has included work to transfer low value sites to higher value propositions, including increasing the number of cabins onsite. There are currently two cabins scheduled for the site, awaiting resource consent (which has not been granted to-date). BVL’s proposal also states their intention to improve accommodation options and phase out long-term low yield site deals. However, as stated above, this work is already being undertaken by Council, and can continue to be progressed regardless of which entity manages the Holiday Park.

Options Analysis

59. The potential transfer of the management of the Holiday Park from Council to BVL is a significant decision and options must be carefully analysed.

60. The cost-effectiveness of each potential option must be considered, especially in relation to the required funding, governance and delivery of the service to best meet the needs of the community. Decision makers must be satisfied that any potential change will result in a positive outcome in these three areas.

61. There are two potential options to be considered.

62. Option 1 – Transfer the assets and management of the Mount Maunganui Beachside Holiday Park to Bay Venues Ltd, effective 1 July 2024, subject to financial due diligence and noting that ownership of the land remains with Council. Approves the inclusion of updated financials based on this decision in the LTP deliberations process.

Positives

Negatives

· Potential benefits of BVL operating both the Holiday Park and Mount Hot Pools can be realised.

· May provide rates savings for Council, as the Holiday Park’s operating surplus would decrease the grant funding provided by Council to BVL.

· Commercial Board oversight of operations

· An enhanced ability to make commercial decisions with a separation from Council

· Current risks and benefits are not fully understood and may only become apparent after a transfer of assets and management.

· Does not reflect the recommendations of the RSL report.

· Any investment required to unlock return will compete with Council investment in other areas.

· Rates increases required to absorb Council allocated overheads (these would be offset by potential rates savings, if achieved).

· The view of tangata whenua on the proposal are unknown.

63. Option 2 – Management of the Mt Maunganui Beachside Holiday Park to be undertaken directly by Tauranga City Council (status quo):

Positives

Negatives

· Best reflects the recommendations of the RSL review.

· Potential missed opportunity to develop the Holiday Park as part of a combined facility with the Mount Hot Pools.

Legal Implications / Risks

Section 17a, Local Government Act 2002

64. Local governments are required to regularly review the effectiveness of their service delivery, as per section 17a of the Local Government Act 2002. A review must consider options for the governance, funding and delivery of the service, including potential for delivery by either the local authority, a council-controlled organisation or another local authority, person or agency.

65. The RSL report considers these factors and delivery options. Its recommendation was that Council retains the ownership and management of the Holiday Park.

Section 77, Local Government Act

66. This section of the Local Government Act sets out Council’s requirements in relation to decision-making. Specifically, it states:

(1) A local authority must, in the course of the decision-making process,—

(b) seek to identify all reasonably practicable options for the achievement of the objective of a decision; and

(c) assess the options in terms of their advantages and disadvantages; and

(d) if any of the options identified under paragraph (a) involves a significant decision in relation to land or a body of water, take into account the relationship of Māori and their culture and traditions with their ancestral land, water, sites, waahi tapu, valued flora and fauna, and other taonga.

Iwi and hapū relationship protocols

67. Council has iwi and hapū relationship protocols in place to guide its interactions with tangata whenua. These protocols set out Council’s commitment to work with iwi and hapū in accordance with the principles of the Treaty of Waitangi and identify geographical areas of importance.

68. Ngāi Tūkairangi, Ngāti Kuku and Ngāi Te Rangi all identify Mauao and Mount Maunganui as sites of significance. Proceeding to make a decision on BVL’s proposal without consulting with iwi and hapū risks compromising these agreed upon relationship protocols.

Consultation / Engagement

69. No engagement has previously been undertaken on this proposal. Public views are unclear.

70. Engagement with tangata whenua has not occurred. Tangata whenua have been advised of the BVL proposal but have not been provided with adequate time to provide their feedback.

71. Holiday Park staff have been informed that Council has received a proposal but no formal engagement has been undertaken. It is likely that any change from the status quo will cause unease amongst staff who will have concerns about what impact it may have on their employment. The BVL proposal states the existing staff will be retained.

Significance

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

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

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

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

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

ENGAGEMENT

75. The assessment of medium significance, together with Council’s policies, legislation, iwi and hapū protocols and the significance of Mauao and its surrounds, indicate that consultation should occur prior to a decision.

Next Steps

Option 1

76. If Option 1 is progressed, the following next steps are required:

(a) Advise BVL of decision to proceed with a transfer.

(b) Undertake required financial due diligence.

(d) Report back to Council with the results of the financial due diligence and engagement with Ngāi Tūkairangi, Ngāti Kuku and Ngāi Te Rangi, and the Mauao Trust.

Option 2

77. If Option 2 is progressed, the following next steps are required:

(a) Advise BVL of decision not to proceed with a transfer

Attachments

1. RSL Report - Mt Maunganui Beachside Holiday Park Review - A15361311 ⇩

Ordinary Council meeting Agenda

11 December 2023

11.9 Executive Report

File Number: A15262211

Author: Nic Johansson, General Manager: Infrastructure

Barbara Dempsey, General Manager: Community Services

Paul Davidson, Chief Financial Officer

Christine Jones, General Manager: Strategy, Growth & Governance

Alastair McNeil, General Manager: Corporate Services

Sarah Omundsen, General Manager: Regulatory and Compliance

Gareth Wallis, General Manager: City Development & Partnerships

Authoriser: Marty Grenfell, Chief Executive

Purpose of the Report

1. To provide updates on key projects and activities.

Recommendations

That the Council:

(a) Receives the "Executive Report".

Infrastructure

Sustainability & Waste

2. Te Maunga Redevelopment Project

After putting the Te Maunga Redevelopment Project on hold in August, TCC has undertaken a Sub-regional Circular Economy Project to identify opportunities to transition our city towards a circular economy; and a BOP Regional Waste Infrastructure Analysis aimed at determining the waste infrastructure needs for the greater sub-region.

3. These studies highlight the need for a well-functioning waste infrastructure network to support and enable population growth in the Bay of Plenty. Councils across the region have invested in waste services such as kerbside collection, but infrastructure requirements have largely been overlooked. The main findings of the two studies were as follows:

a) Construction & Demolition Waste Solutions – the studies highlighted the high risk associated with cheaper disposal options, and competition for feedstock and end markets for sorted C&D waste. There is a clear need to establish a location/facility where reusable materials and items can be stored and resold.

b) Cleanfill – is a cheaper option for disposal of C&D waste and the establishment of cleanfill alternatives in the area is likely imminent.

c) The need for a Circular Resource Network - There is an opportunity to create a Circular Resource Network that consists of a Resource Recovery Park (RRP)/Circular Resource Network ‘Hub’. This is a centrally-located ‘hub’ that includes drop-off, bulking, storage, sorting, repairing, resale, some processing, and education with a network of consolidation points feeding into the ‘Hub’. Te Maunga has been identified as an ideal Circular Resource Network ‘Hub’.

d) Organic Waste Processing Facility - A local (ideally regional) organic processing facility is essential for the processing of food and garden waste.

e) Second Transfer Station – In order to support growth within the sub-region, a second transfer station is essential, to handle items that cannot be disposed of through kerbside services.

f) Material Recycling Facility - There is potential for a regional Material Recycling Facility (MRF) that services the broader region.

g) Regional Waste Strategy and Support - The region requires a refreshed Regional Waste Strategy and the establishment of a BOP Regional Strategic Waste role.

4. Based on the above, it is evident that for TCC to meet the expectations of the local community and meet the goals and actions in TCC’s Environment Strategy, Waste Management and Minimisation Plan and Climate Action Investment Plan, the following three significant issues need to be resolved.

a) The ideal use of and development at Te Maunga Transfer Station – how Te Maunga can be transformed into a Circular Resource Network ‘Hub’.

b) The location for a local organic waste processing facility – whether a site at Te Maunga is suitable, given legal and regulatory constraints, as opposed to identifying a different site.

c) A sub-regional transfer station to support population growth will require an in-depth business case to determine location, cost, and volumes of waste before funding can be made available through the next LTP. This includes assessing options to upgrade Maleme Street, which already has the necessary waste designation but has flooding issues and requires a stormwater treatment system.

5. Work to resolve the above matters is underway, along with the identification of potential funding and co-investment opportunities. This includes potentially reallocating approved capex from the 2023/24 Annual Plan and draft 2024-34 LTP into later years. A paper setting-out preferred options will be presented to Council on 12 February.

6. Planning – Te Maunga Construction and Development (C&D) business case

A workshop involving Bay of Plenty councils took place on 20 October. The workshop discussed key findings and opportunities from the Regional Waste Infrastructure Analysis designed to inform the Te Maunga C&D business case.

7. Key discussion points and findings included:

· A private waste company’s plans to establish a C&D waste collection service in Tauranga, including a C&D-specific transfer station and processing plant near Ngaruawahia.

· A second transfer station is needed in the west of the sub-region to cater for the growing population and the disposal of large, non-kerbside items. It is recommended that this be jointly-owned and operated by TCC and Western Bay of Plenty District Council.

· A regional organic processing facility is required for food and garden waste, potentially near Te Puke or further east, due to land availability and cost considerations.

· There is potential for a jointly-owned and operated regional Material Recycling Facility involving all BOP councils and, potentially, South Waikato councils.

· A Regional Circular Resource Network is proposed, with a primary Resource Recovery Park at Te Maunga, complemented by smaller resource recovery centres throughout the region.

· Immediate maintenance and improvements at the Te Maunga Transfer Station are required.

· Engagement to be prioritised with waste service providers regarding feasibility assessments and collaboration opportunities.

Asset Services

8. Underway – Community engagement on slope hazard zones

In early October, we sent 11,000 letters to property owners with slope hazard zones on their properties. The slope hazard zone maps identify different zones based on slope angle and height (2:1 failure zone, 3:1 regression zone and 4:1 runout zone). For most properties, this is an update of maps we have had since 2002. These zones are used in TCC’s building consent and planning processes and the property information is included in LIMs. Four public drop-in sessions were held in November, with more than 485 residents attending. More than 100 follow-up inquiries were created at the drop-in sessions for various teams across Council. The inquiry subjects varied, with about a quarter of the requests seeking site-specific reassessments. Other themes included inquiries on flood mapping, vegetation and retaining walls and why information was shown on cross-leases and unit titles. Concerns raised also included impacts on insurance and property values.

Transport

9. Planning – Park and Ride Trial – Tara Road

Approval to proceed with the implementation of a Park and Ride Trial at Tara Road was provided at the Council meeting on 4 September. Based on this approval, we planned to complete land purchase and design, to enable construction in the 2023/2024 summer, with the intent that the community would be able to use this facility from mid-2024.

10. In conjunction with the above, funding was sought from the Bay of Plenty Regional Council for an express bus service, to enhance the outcomes for facility and potential commuters. However, Regional Council funding was not committed for FY23/24 by, with a decision to be subject to the outcome of a business case and LTP processes.

11. The Waka Kotahi Business Case for the implementation of a Park and Ride trial at Tara Road is now progressing, with LTP funding being sought by BoPRC for the express bus service.

12. Based on the revised timeline, if funding is committed, we are forecasting a February 2025 opening date.

13. Planning – Cameron Road – Stage 2

Engagement on the concept design has been completed. We had 120 people attend in-person engagement events, with 245 surveys completed. Virtual Room viewing figures (12 October – 16 November 2023) were 595 (563 new users). Website statistics for 13 October to 12 November recorded 728 pageviews of the early design page, with and average session duration of 4minutes 19 seconds. 621 visitors were referred from the CRS2 page and Korero Mai newsletter (489 users, 91 new users).

14. Key feedback concerns related to disruption during construction and loss of parking for small businesses, around schools and at the hospital. There was general acceptance that there was a need for change, with diverse views on how this should be achieved.

15. The business case is to be tabled at this meeting, with Waka Kotahi approval sought in March 2024. The detailed design phase will take into account community engagement, partner and stakeholder feedback.

16. Interim Speed Management Plan Progress

TCC is developing an interim Speed Management Plan (SMP) to meet central Government legislative requirements and contribute to a safer environment outside schools. The goal of the Interim Speed Management Plan is to support safe speeds around schools and other highly-used, active-mode areas.

17. The interim SMP will aim to meet the target of implementing a speed zone at 40% of schools by 30 June 2024 and 100% of schools by 31 December 2027.

18. The proposed programme involves:

· Engaging with Schools and Marae on the proposed changes, prior to public engagement, in the first quarter of 2024.

· Once public engagement is complete, preparation of a report on the speed management plan for Council consideration (expected in March 2024), prior to implementation.

· Implementation of currently-funded physical works is scheduled to occur in May/June 2024, to ensure alignment with the Setting of Speed Limits Rule 2022.

19. While the Interim Speed Management Plan aims to meet Government legislative requirements, we are mindful that enforcement is unlikely and it is therefore essential that the plan is accepted by the wider community. To achieve that, we are focusing on areas most likely to be received positively, while minimising the impact for motorists.

20. The key focus areas are:

· 30km/h speed limits outside schools. This would involve variable 30km/h restrictions on most roads outside schools, but some local streets may need to have a permanent 30km/h zone, due to the likelihood that they will be used be used by children outside of school hours, and the expense of variable signage technology. Note that the Setting of Speed Limits Rule 2022 requires the implementation of 30km/h speed zones at 40% of schools by 30 June 2024 and 100% by 31 December 2027.

· 30km/h speed zones outside Marae, either static or variable, depending on Marae preference. Engagement with Marae will occur, with these speed restrictions being implemented upon request.

· A permanent 30km/h zone within the Tauranga City CBD. This would apply from Second Avenue to Mission Street, east of Cameron Road.

· A variable 30km/h restriction on Cameron Road, between Hamilton Street and Brown Street, to be activated when Tauranga and Wharepai Domains are in use for events.

21. Targeting schools and marae would address areas where there are high numbers of particularly vulnerable pedestrians. In addition, a number of other benefits would result from targeting these areas first:

a) The last set of speed limit changes showed that school limits are widely supported in the community and help with our TravelSafe relationships.

b) We have a social license to roll these out without significant education and engagement programmes.

c) School zones address the highest area of focus for Government and one of the highest areas of risk for us.

d) By enabling safer active travel to school, we support travel behaviour change from a young age, which aligns with TSP/UFTI priorities for mode shift. Any behaviour change also helps to address congestion pinch-points across the network.

22. Travel Safe

Sixty-one young people with Learners or Restricted licences attended the TCC Travel Safe Young Driver workshops at Pāpāmoa and Bethlehem over the recent school holidays. The workshop key learning focuses are:

· Restraints, Impairment, Distraction and Speed (RIDS); Safe vehicles on the road, and maintenance checks.

· Sharing the road with vulnerable road users and heavy vehicles.

· A practical driving lesson with an instructor.

· Understanding car safety ratings, and what to look for when buying a car.

23. The workshops were supported by Waka Kotahi, Fulton Hogan and local driving instructors.

24. Feedback received from parents of the October workshop:

· "My son and I attended the workshop yesterday. Thank you so much for providing such an informative day. We both got a lot from the day, and I agree, it is very beneficial for the parents to attend with the teens. Invaluable to hear the driving instructor’s feedback. Well done to you and the team for arranging a wonderful day". 😊 - Liz

· “I would like to say how impressed I was with the content and professionalism of all those involved today! It was very educational and well delivered to the target audience! We are extremely grateful for the opportunity to partake in this course. Subsequently… Sam has checked our tyre pressures and is mindful of heavy vehicles and other road users! A direct result from his learning today! Also of note, he now understands the horrific statistics of young male drivers and doesn’t want to be a part of the skids group or mentality! Once again, so many thanks for allowing us to be part of this experience!”

25. Transport Contract and Network Management team

A Cambridge Road slip occurred in May 2023 during a heavy rain event, following a long-wet period. The slip area was within both TCC Local Road and the TNL project site. Due to the slip's nature and location, a wall is being built involving both TCC and Waka Kotahi land parcels.

26. Works commenced on 26 September, with the aim of finishing in 10 weeks. The critical timing for completing this project prior to Christmas 2023 is due to the upcoming closure of Cambridge Road in January 2024 to allow the TNL project to construct a new underpass under Cambridge Road. The scope of the works included construction of a new retaining wall, kerb and channel, stormwater drainage improvements and pavement reinstatement.

27. The project is on-track to be completed in early-December.

28. The photos date from the start of contract in September, with progress as at 20 November.

A large hole in the ground

Description automatically generated A construction site with a large concrete wall

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29. Transport Network Operations has successfully tendered a new streetlight maintenance and renewals contract for local roads and state highways in the Tauranga region. The TC275-23 contract was awarded to the incumbent contractor, Mckay Ltd, for $9,606,714. The contract period is for five years (3 +1+1). The successful tender was below the engineer’s estimate and the wide range of prices received shows a healthy tendering market. The contract is expected to come into force on 1 February.

Waters

30. Te Maunga wastewater plant – Marine Outfall – ROV awards

The project undertaken to clear debris from the outfall pipeline using a remotely-operated vehicle received two awards at the October 2023 Water NZ Conference, winning the Best Project Award & Health and Safety Innovation categories.

31. Wastewater pipework on Birch Ave

The renewal of an 80m length of wastewater pipework on Birch Avenue in Judea is nearing completion. The works were carried out via micro tunnelling in place, rather than the traditional open-cut method. This meant a smaller site set-up, which allowed us to keep traffic flowing in both directions throughout the works, reducing the disruption to the many businesses in the area. It also meant reduced damage to the existing road and likely a reduction in carbon emissions due to the reduced excavation required.

Diagram of a diagram of a pipe cutting

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Community Services

The items below are listed under the most relevant community outcome, although many do contribute to the other outcomes.

Tauranga Mataraunui – An inclusive city

32. The Pasifika in the Bay Festival is always a highlight of the year, with Tauranga City Libraries attending the last four festivals. The festival is a great chance to engage with our community and show all the resources available in our local libraries. We also had an opportunity to show the plan for Te Manawataki o Te Papa and get word out about these exciting new developments.

33. The libraries have restarted regular visits to the Merivale Community Centre after-school programme, providing the children with links to the library and fun enrichments sessions. Our Kaikōkiri Kaupapa Māori are developing further sessions with the centre to offer a regular kaupapa Māori-based programme.

34. Te Ao Mārama Tauranga City Library ran three afterhours wellbeing workshops in November - A Family Journey to Plant-Based Living; Conscious Connected Breathing; and Time is not Toxic. These free sessions had good uptake.

35. Currently on display in He Puna Manawa is Te Tohu Whakamaharatanga mō Te Tohu Whakatū Wāhine 1993 – 2023, a collection of 16 historically significant tukutuku panels. The exhibition launched with an evening event, including a panel discussion hosted by Amie Rolleston, Matanga Taonga Tuku Iho Maori.

The tukutuku collection was crafted by the Matua branch of the Māori Women’s Welfare League and was gifted to Tauranga Library in 1993 to share cultural narratives with the community. Their initial unveiling in July 1993 was timed to celebrate the Women’s Suffrage Centennial in Aotearoa New Zealand.

This is the first time in 27 years that the collection has been brought together in one place. Read more about the collection on Pae Koroki.

36. The Diversity and Culture Advisor is starting work on refreshing our Welcoming Plan (currently 2018 – 2023) for next year. We will work closely with our Welcoming Communities Steering Group, which includes membership from Priority One, Toi Kai Rawa, the Ministry for Ethnic Communities, the Pacific Island Community Trust BOP, NZ Police and Western Bay of Plenty District Council. Community engagement will take place early next year, with the aim being to have the plan adopted in mid-2024.

37. On 16 November, our Diversity and Culture Advisor held a successful Multi-Ethnic Forum, with migrant/multicultural communities attending. The focus of the forum was water safety and community safety, with support provided by Emergency Management BOP, NZ Police, Council’s City Safety Engagement Advisor and Global Swim. The forum is held quarterly, with average attendance of 40-50 people from a range of cultural backgrounds. The goals of the forum are to support a more connected sector, collaboration, connect communities with resources and information, and have a stronger ethnic voice heard in the Tauranga community.

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38. Our Senior Advisor – Emergency Management and Advisor – Community Resilience recently attended a 3-day Geosciences Conference in Wellington, hosted by the Geoscience Society of NZ. The conference covered a range of topics, including tsunami studies and volcanology as well as several research presentations from NZ and international students. They will look to incorporate some of the learnings from the conference in their planning around hazard management and community engagement.

39. The Contact Centre has been commended by ALGIM for being in the top 10 for Best Customer Experience nationally. The team is very proud to have received this outstanding service award.

40. The first graduation for the Pike Ake Cadet programme for unemployed youth took place during November, with three cadets successfully completing the 12-month programme. All three have secured permanent jobs, either within Council or externally. Whanau and friends came along to share in the celebration and talk about the significant impact the programme had had on them and their whanau.

41. The installation of a set of new cricket nets has been completed at Waipuna Reserve in time for the summer season. Installation of the nets is part of an ongoing investment in sporting facilities across Tauranga.

42. The design of a new netball shelter at Gordon Spratt Reserve has been confirmed. This is a prefabricated building which is being manufactured offsite for installation at the reserve. Installation is anticipated late-January.

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43. The Tauranga Heritage Collection received more exposure during Pasifika in the Bay, via a stand showcasing objects with connections to the Pacific.

44. We were fortunate to have two kaumatua groups from Pirirakau and Ngai Te Rangi visit the museum collection. Both groups provided strong support for the museum development, to showcase our local history and cultural artifacts. Also conveyed was the importance of a museum as a platform for community events, educational programmes and exhibitions that celebrate the diverse heritage of the region.

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45. Baycourt was a primary venue for the biennial Tauranga Arts Festival, providing support to the Arts Festival Trust. Over the 10-day festival period, Baycourt facilitated three mihi whakatau to welcome performers, crew, and creatives to Tauranga. This endeavour not only aligned with the festival Kaupapa, but also exemplified our commitment to manaakitanga, a core value of Tauranga City Council.

46. The Event Facilitation team successfully managed 66 events and bookings on public open space in the first quarter of the 2023/24 year. This number is comparable with the 2022/23 first quarter. We are seeing a continuing increase in filming activity, with seven filming activities facilitated in our public open spaces, two more than in the first quarter of 2022. The team is working on several inquiries from film industry participants who are looking to do film projects in the coming year.

47. The Classic by HoopNation, a premier basketball event in New Zealand since 2017, attracted 7,000 attendees to Tauranga from New Zealand and Australia. Funded by Council and held at various venues over the Labour Day weekend, the event was attended by 1,300 athletes from 191 teams. Also included was a visit by local Whai basketball players to Merivale School. This outreach engaged Year 4-6 students in a morning of basketball action, leaving students and players with lasting memories.

48. The Historic Village hosted the Diwali Festival of Lights on 28 October, drawing 2,500 community members to the Village Green, which was near capacity. The event's vibrant atmosphere, coupled with thematic decorations, highlighted The Historic Village as a unique venue for organising local events in Tauranga Moana.

49. Over the summer months (December to March), Council will facilitate 54 large events with expected attendances of over 500, and an additional 44 City Centre Activations of outdoor cinema, live music, yoga and pilates. There will also be markets and private events which are not held on public open space.

50. A new map has been installed at the entrance to the Village to help visitor wayfinding and tell the story of The Historic Village. The features all Village buildings and features watertight perspex boxes and poster lockers offering printed maps for visitors to take.

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51. International Day of Disabled Persons on 3 December

The incredible talents within our local disability community were highlighted at this year's celebration of the International Day of Disabled Persons on 3 December. Taking place at Hopukiore (Mount Drury) Reserve, we showcased Tauranga’s vibrant disability community at a free, fun-filled, family-friendly day. Live performances included the main act, singer Sophie Maude, as well as dancing by Mount Dance Co, kapa haka from Idea Services, singer Hayley Little, and social circus act Circability.

We’re proud to host this event in association with our partners Parafed BOP, CCS Disability Action and Western Bay of Plenty District Council. Together, we’re working hard to champion inclusion and make Tauranga a more accessible city, where people are free to move around easily and safely, without limitations.

The Library also held a week-long series of events designed to support people living with a disability and celebrate the International Day of Disabled Persons. This included sharing all the inclusive resources we have available in the library, accessible activity enrichments, and an evening panel talk with members of the disabled community.

Tauranga Taurikura – A city that values, protects and enhances our environment

52. It was great to see the public enjoying the fresh sand slopes at Waikorire/Pilot Bay over the weekend. This sand, repurposed from our routine deep water dredging operations, serves a dual purpose: guaranteeing the safety of our shipping channels while contributing to the rejuvenation of beaches citywide. Rigorous quality assessments precede the deposition of this sand, ensuring its adherence to public health standards.

Tauranga - Tātai Whenua – A well planned city

53. The Emergency Management team is looking forward to welcoming two summer interns – from Auckland and Otago Universities – to assist with our community engagement activities over summer. The summer interns both have strong connections to Tauranga and will be assisting with various task,s including community engagement, tsunami zone audits and operational reviews.

54. Staff from across Council participated in the annual Shake Out Earthquake drill on October 19. This national exercise coordinated by The National Emergency Management Agency (NEMA) reminds people of the right action to take during an earthquake - drop, cover and hold. It was great to see so many people get involved across all Council locations – even the Vessel Works and Pyes Pa Cemetery teams.

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55. Fear Free, a company that specialises in training to de-escalate aggressive situations, delivered an engaging and thorough session for the Service Centre, Library and some Regulatory staff in October.

56. Construction has commenced on a new deck structure Mauao at Awaiti, on the northern face of Mauao, as part of the placemaking programme of work. This work is progressing well and is expected to be completed before the end of November. This project has received a $150k funding grant from the Port of Tauranga. Visitors to Mauao this summer can expect several other features to be completed by Christmas, including sculptures, a feature seating area on the lower summit and the shaping of a natural amphitheatre near the water tank.

57. Good progress is being made on the construction of the Destination Skate Park, with the project on track for April 2024 completion. The project team has been successful in obtaining additional external funding for construction zones 3 & 4 and completion of the design scheme.

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58. In the CBD, work has begun in conjunction with the City Centre team on the first of several placemaking/activation projects at Grey Street. Initial work involved the removal of the Palms in this location. Work will follow on some streetscape enhancements to give an impression of what the enhanced city centre will look like in the future.

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59. Building 62 at The Historic Village, known as Colonel Greer’s Cottage, has undergone an interior fitout, including new electrical circuits and lighting, completing the final phase to bring this building into use. A designated Green Room workspace features three workstations, a heat pump, Wi-Fi, radio charging stations, a wet area for wet weather gear, and comfortable amenities for event organisers hosting community festivals on the Village Green. The space is available for hire as part of The Village Green, or as a separate space if The Village Green is not in use.

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Tauranga Ara Rau – A city that we can move around easily

60. As part of the Pāpāmoa Shared Path project, work has begun (in conjunction with the Transportation team) on the installation of raised pedestrian crossing tables to assist users to safely cross Domain Road.

61. Construction on the Marine Parade Coastal Path is progressing, with the section from the Cenotaph to Hart Street being completed prior to Christmas. Construction of the section from Hart Street to Tweed Street will be completed in February.

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Tauranga a te kura – A city that supports business and education

62. November saw the start of the outreach initiative to Whakatipuranga teen parent school. Library staff will visit Whakatipuranga and the students will come into a library to take part in a creativity-based learning programme that has links to the New Zealand Curriculum. The activities will encourage participants to interact with their pēpi (babies), with kōrero to support literacy development.

63. For those who missed ART + ARCHITECTURE: A TAURANGA ART GALLERY STORY, thanks to a collaboration between Toi Tauranga Art Gallery and the Heritage & Research Team – Tauranga City Libraries, anyone can now view the exhibition as an online timeline in Pae Korokī. Art + Architecture maps key moments of Tauranga Art Gallery’s conception and journey as a public art gallery.

64. Several years ago, in collaboration with the Tauranga Arts Festival, we launched ‘Glimpses’, a publication that explores the Tauranga Heritage Collection. At this year’s Arts Festival, we launched the third Glimpses publication: ‘Collecting Connections’. Eleven rangatahi were challenged to select one object that connected with them from more than 30,000 in the Heritage Collection. They were then invited to put forward an object of their own choice to be added to the collection. What emerged were individual and object-based connections that exceeded our expectations.

Museum staff with the young people who participated in the Glimpses project and some proud parents.

65. Our Museum Educator ran a professional development session for the Art Gallery and Library educators - ‘Aotearoa Histories 101 and Te Tiriti o Waitangi ki Tauranga’. Some feedback we received from this session was:

“Another big ngā mihi for your wonderful workshop. Was so great to get a refresh to Aotearoa Histories and to be able to see what you are teaching in the classroom. It’s also nice to be able to create lovely working connections between our Tauranga Moana GLAM sector colleagues.”

66. As well as training Council colleagues, the Hands-on Tauranga outreach programme delivered a variety of topics to a record 1,198 students in Term 3. As we head towards the end of the school year, the number of Tauranga City students that have or will experience a Hands-on Tauranga Outreach session in Term 4 is sitting at 1,031 students. We have had excellent feedback from these sessions this year, with many teachers rebooking.

“Just wanted to say thank you again for your visit yesterday. The children from all 3 classes were just absolutely buzzing and so engaged. What an awesome resource we have in Tauranga moana.” Bellevue Sep 2023.

Term 4 is generally quieter for borrowing Hands-on Tauranga objects, but we still loaned 95 objects, with another 66 used for Outreach. Feedback from a teacher that borrowed objects this term:

“My class absolutely loved having them. They have had a wonderful time exploring the old toys. Thank you. Such an amazing resource.” St Mary’s School.

67. As part of our popular Outreach sessions, our Museum Educator took the taxidermied kiwi to a group of Year 1 students at Pillans Point School recently. These students were particularly moved by the plight of Paora the kiwi in the Miami Zoo earlier this year and wrote some fabulous stories about Paora.

68. Our Museum Educator was invited to take part in a segment on the Breeze Radio station recently, promoting Hands-on Tauranga and the Museum project. Objects were brought in as part of the segment and radio hosts Max and Jolene were very enthusiastic about seeing the objects and finding out more about the Hands-on Tauranga service.

69. Our Director of Arts, Culture and Heritage was the keynote speaker at the Priority One AGM on 8 November. His speech focused on Te Manawataki o Te Papa and the role modern museums play in liveable cities, their economic impact and the transformational role a museum has, creating opportunities for visitors to learn about themselves and about each other. His address was warmly received by the audience,with a lot of positive comments about the new museum around the room.

70. On 6 November 2023, Baycourt launched an exclusive ticketing partnership with Eventfinda New Zealand, following a comprehensive RFP process. The transition from the existing provider, Ticketek, will occur gradually over the next few months. This partnership is rooted in a shared commitment to prioritise the customer, ensuring a consistent, intuitive, innovative, and user-friendly ticketing experience for patrons and venue hirers.

71. Baycourt was recently approached by Massey University to participate in a new national research project being funded by the Ministry for Culture & Heritage to measure and articulating the value of the live performance sector in Aotearoa. The main purpose of the research is to demonstrate the economic and social/wellbeing benefits of the live performance sector, in a way that speaks the Government’s language. A significant proportion of the project is dedicated to implementing a nationwide survey of event attendees from June 2023 to June 2024. At the conclusion of the research, the University will develop a free, publicly available tool which the live event sector can use to articulate the value of their events and operations to funders and Government.

Chief Financial Officer

Finance

72. In October, the Strategy, Finance & Risk Committee approved an increase of $100m in Council’s uncommitted facility, bringing the total facility cover to $200m. The report indicated we would increase the uncommitted facility with our current provider (ANZ). However, it is not possible to simply increase the existing facility and we are instead looking at a separate product. Therefore, staff will assess quotes from a number of banks, consistent with TCC procurement guidelines.

Credit implications of not separating water entities from Councils

73. Standard & Poor’s (S & P) has reported on the implications for councils’ credit ratings and debt of the decision not to move waters responsibilities to separate large entities, as originally proposed in the waters reform. This report - New Zealand Local Government Outlook 2024 – Bridge over Troubled Waters - notes that while the alternative reform proposals remain unclear, if debts (past and future) are merely shifted into entities that remain under the control of councils, local government credit quality may continue to erode.

74. A graph in the S&P report reinforces the submissions made by local government that while many of the costs of infrastructure and regulation have been borne by local government, its revenue from taxation has not increased as a proportion of GDP. Central government taxation has instead taken the increase, even though councils’ investment in areas such as three waters, roading and development of new growth areas has in large measure contributed to this GDP growth.

Council borrowing milestone

75. Council gross borrowing in November exceeded $1b for the first time. The 2023/24 Annual Plan budgeted a gross debt level of $1.1b by June 2024.

IFF and rates system implementation

76.
The first IFF levy for transportation projects commences in the 2024/25 financial year. Details of rateable properties and incorporation in TCC’s new SAP rating platform is being undertaken at the moment.

(a) Negotiations on a potential second IFF for Te Manawataki o Te Papa are still being worked through.

77. Rating revaluation has been undertaken by Opteon, as part of moving to a new three-yearly cycle. From the first draft revaluations, audit identified further work to be undertaken to satisfy quality requirements. The second version was submitted to the Office of the Valuer General (DIA) on 24 November, with feedback expected within two weeks.

Tauranga Airport

Airport Operations

78. There were 926 flights operated by Air New Zealand during October carrying 48,495 passengers, compared to 46,823 passengers and 886 flights in October 2022.

79. Air NZ is operating with circa 90% loadings at regional airports across the country, meaning many people wishing to travel by air are either not being able to travel at a time that suits, or are not able to travel by air at all.

80. Air NZ has two new turbo prop ATR aircraft arriving in mid-2024, adding capacity to regional routes. Unfortunately, they have been advised that the Pratt and Witney engines on their Airbus fleet will require major off-wing maintenance. The total maintenance period will be in the order of two years, with up to four of the jets out of service at a time. On top of this, they have a maintenance issue with some of their Boeing 787 fleet, causing the pausing of services to two overseas destinations. For regional airports, this means no additional services for the next two years, as the new turbo props will be partially covering the Airbus routes. For Tauranga, there is a possibility that some of the 50-seat aircraft services could be upgraded to 72-seat aircraft. Air NZ is working hard to get hold of some lease aircraft, but there is a worldwide at present, particularly for turboprop aircraft.

Airport Development

81. Tauranga Airport takes over the ownership of and responsibility for the operation and maintenance of the Airport’s lighting, visual navigation aid and standby power systems on 1 December. We are the first of the regional airports to do so. This equipment is very old, in poor condition and obsolete, in that there are no longer parts available. We have commissioned ADB Safegate, a multinational provider and maintainer of this type of equipment, to do a complete rebuild of the system, which commenced two months ago. We anticipate a switchover to the new system will be possible late-March.

82. We have taken this as an opportunity to install state-of-the-art equipment, including only-LED lighting, with the runway edge lighting being high intensity, as used at Auckland, Queenstown and most overseas airports. This decision was made to minimise the number of missed approaches and diversions due to poor visibility, as pilots must be able to positively identify the runway environment before descending below 600 feet when approaching from the west and 300 feet from the east. Gold Coast Airport reduced diversions by 90% when it went down this track about three years.

83. The images below show what the runway lighting looks like now, from an altitude of 1000m, and what it will look like when the new system is operating. In addition to the edge lighting improvements, we will have high intensity approach lighting and REIL’s (runway end indicator lights, or strobes) which a pilot can request to be switched on. The lighting can be operated at settings from 1% to 100%. All of this equipment will be operated remotely from Christchurch or Auckland outside othe hours of service of our Air Traffic Control team. The new system will take away any confusion with local environment lighting, such as Hewletts Rd and the Port.

84. The total cost of the upgrade is $2.8m, which is budgeted for and will be paid for via user fees and charges. The cost saving to Air NZ is significant, and business travellers will also benefit from a reduction in diversion-related productivity impacts.

85. We will be asking kaumatua Manea Ngatai from Whareroa Marae to flick the switch in March, firstly to bless the new equipment and secondly as he was part of the team that installed the current system back in 1967.

86. Internal lining of the new fire and rescue building has started.

Strategy, Growth & Governance

Te Pou Takawaenga

87. Te Ara Whānui Update: The Te Ara Whānui app has now exceeded 2,000 downloads and is quickly gaining popularity as a handy reference tool, both within Council and externally.

88. Takawaenga Field Trip updates: In keeping with Working Beyond Tauranga as set out in Our Direction, Te Pou Takawaenga has taken-up several invitations to visit other councils and iwi entities in Wellington, Eastern Bay of Plenty and the Far North. In all cases, we met with the local councils, local museums and iwi-led entities focused on sharing history with their wider communities. We have shared policies and processes around iwi and hapū engagement, support of te reo and tikanga, partnership approaches to projects and maintaining integrity in interactions.

89. In return, we have received insight into how other councils approach this and how these activities may impact iwi and hapū entities. Regarding museums and history-sharing, the key theme has been authenticity and simplicity. Each of these learnings will be analysed for transferable learnings in the advice and guidance we provide.

Corporate Services

Community Relations

90. The Media Impact Score (MIS) for October was 2.1, sitting above the local government average of 2.0. The number of reports also rose to 244. Positive reporting focused on transport developments - despite frustration about parking. This was a mostly positive theme, with recognition of Council's decision to defer the parking plans. The most positive theme of the month was TCC’s and Commission Chair Tolley’s response to vandalism of te reo Māori on rubbish bins. Very negative coverage was based around poor air quality in Mt Maunganui.

91. In October, many Community Relations team members were involved in producing content and advertising collateral for the draft Long-term Plan. The strategy has been to try and reach people who might not ordinarily engage with council, both digitally and in person. Most engagement events are in shopping centres and markets, going to where people are rather than relying on residents coming to us. We have minimised other advertising activity through the consultation period, 15 November – 15 January, so as not to detract from this important engagement activity.

Digital Services

Association of Local Government Information Managers (ALGIM) Awards

92. The Digital Services and Customer Services teams had a very successful night at the Association of Local Government Information Managers (ALGIM) Awards on 15 November. Tauranga City Council won the following national awards:

· ICT Professional of the Year Award - Cheryl Pome'e, Digital Security Lead

· Most Improved Cybersecurity

· ICT Project of the Year Award - City Beautification

· Top 10 for Best Customer Experience Award

93. These awards are the result of a lot of hard work by our Digital teams and strong collaboration with the wider organisation. The ICT Project of the Year award is a great example of a one-team approach, working with the City Operations team to deliver an outcome we can all be proud of.

Digital Capital Programme – Enterprise Resource Planning (ERP) Programme

94. The programme has achieved another significant milestone during this reporting period with the successful go-live of a new Human Resources Information System (HRIS), SuccessFactors. This required the migration of all our core employee data and the new core system now allows staff and managers to manage employee data, request leave, manage performance and goals and manage teams.

95. The go-live also includes mobile capability for staff to manage timesheets, leave and their employee information directly from their mobile phone. This is especially important for our field staff who do not always have access to a laptop.

Cyber Smart Week

96. In late-October, we organised the highly anticipated "Cyber Smart Week" event, one of the cornerstones of our annual cybersecurity initiatives that delve into a myriad of crucial cybersecurity topics. To enrich the experience, we integrated the expertise of our Privacy and Business Continuity teams, offering valuable insights to enhance the proficiency of other TCC functions.

97. This event saw a great response from staff, creating numerous opportunities to address cybersecurity and privacy concerns while elevating the awareness of users.

ExpenseMePro

98. ExpenseMePro, the latest expense management solution for P-Cards, has been successfully implemented to replace Fraedom for the Finance team and budget managers.

Civic Digital Infrastructure

99. Digital Services continues to support technology required for Civic Precinct projects, including 90 Devonport Rd, the Library and Community Hub, Museum, Civic Whare and public realm spaces. Current focus areas include:

· 90 Devonport Rd – The contract was awarded to a selected Audio-Visual supplier. We are currently working through and updating the anticipated technology delivery programme.

· Community Hub, Civic Whare and Museum – current focus across these spaces is integrating technology briefs and concept drawings into design.

· Waterfront and public realm spaces – Investigating opportunities to include technology in the Waterfront and Public Realm projects, including digital signage, wayfinding (from a technology perspective), digital placemaking (projections, interactive opportunities), storytelling opportunities (from a technology perspective), public wi-fi zones, and digital kiosks.

Legal, Risk & Procurement

100. The Legal Team has been educating relevant staff on the new Business Payment Practices Act 2023 and regulations and will be supporting the business to prepare for Council’s first six-month disclosure period (1 July to 31 December next year). This legislation imposes significant new reporting obligations on large businesses (including council) relating to payment practices - payments on invoices received/issued and paid in a reporting period. The policy purpose behind this legislation is to provide businesses (particularly small businesses) with visibility of the payment practices of the larger businesses they deal with.

101. The Legal team has also signed up to the NZLS Gender Equality Charter, to ensure the team and profession continue to close the gender pay gap.

102. The Risk team, in conjunction with Digital Services, has successfully completed User Acceptance Testing of the new risk management software (Camms). A soft go-live has launched, with roll-out to the wider organisation planned to commence in the first quarter of 2024.

Procurement Drop-in Sessions

103. The procurement team recently held drop-in sessions, giving local businesses an opportunity to meet with us to ask questions, share their work and find out more about working with Council.

104. The team met with over 20 businesses, most of which were locally based or had a presence in Tauranga. Feedback from the sessions was positive with most attendees strongly agreeing they found the drop-in session useful and indicting that they would recommend the sessions to others. Likewise, the procurement team found meeting with these businesses a valuable experience, providing an excellent opportunity to build closer relationships with our supplier base.

105. As a result of these sessions, we have already engaged two new suppliers and passed on details and referrals for others. There will be further sessions available in the new year.

People, Performance & Culture, Health and Safety

Health and Safety

106. Over the last six weeks, more than 130 staff have attended workshops on Contractor Management and Risk Management processes.

107. There has been an increased level of incident reporting, on the back of the newly-created Damstra training module. More than 85% of staff have completed this training and are now aware of how to load an incident/event, and what needs to be reported. The drug and alcohol policy communication plan is being completed ahead of people leader and staff information sessions.

90 Devonport Road

108. The transition team facilitated five workshops for people leaders to help develop a transition plan to support staff relocating to the new building.

Talent Acquisition

The team is working through 62 vacancies. We have continued to be proactive in the market, identifying excellent candidates and supporting our people leaders to fill a range of complex and long-standing vacancies. This has resulted in over half of our vacancies progressing to offer stage. Our continued drive to deliver a positive and efficient recruitment process has been supported by the changing employment market and reduced requests for resource, in conjunction with the recruiting team utilising candidate search functions such as LinkedIn.

Turnover

109. Unplanned turnover has fallen again, now at 12.7%, down from 13% last quarter. This is the lowest we’ve seen in the past three years, but is not unexpected given the current economic uncertainty.

Learning & Development

110. The team has wrapped-up a big year of learning delivery with the last two cohorts of Te Huringa Tai: Our Emerging Leaders programme finishing shortly, providing capacity for the development of new programmes for 2024, including Performance Management and People Leader Induction.

Performance, Monitoring & Assurance

111. GIS data has now been migrated to AWS (Amazon Web Service). New internal and external viewers are being built in a test environment, along with other apps. All dependencies with older virtual desktops have been removed. The go-live trial for the field safety app for parking staff has also been undertaken.

New aerial photography for Tauranga City now available for all staff.

112. The BI team has focused on deploying a Transport Insights Portal - giving an overview of transport related information in one place, available to all staff on insider; and a dashboard giving an overview of financial performance (presented at the 4 December Strategy Finance and Risk Committee meeting). Both projects aim to increase our knowledge and visibility of data.

113. The CPAD team has been focused on internal audits of projects and facilitating workshops to identifying the significant number of projects occurring within the city centre over the next five years.

Regulatory Compliance

Building Consents

114. We received 206 Building Consent and Amendment applications in October, for a total of 755 for the year to date. This was a slight increase in volume compared with the past six months (an average of 184 per month for the past six months), but 6% less than last year, and 8-20% lower compared to the July-October periods for 2019 – 2022. Anecdotally, the slight increase in October is driven by increases in the requirements of Building Code Clause H1 – Energy Efficiency, which came into force on 1 November.

115. We granted 170 consents and amendments in October, for a total of 755 YTD. The volume of consents granted is clearly also down compared with previous years, reflecting the reduced number of applications received. 13 applications were refused in October, which is higher than for previous months. By way of example, we refused a total of 37 applications in the last financial year (an average of 3 per month). This is due to a concerted effort to ensure that we only accept applications with sufficient information.

116. The proportion of consents granted within statutory timeframes has increased slightly, with 68% of consents and amendments issued within 20 working days in October. At the time of preparing this report, November’s figures are on track to improve by 10% or more. We have implemented several small process changes, and are working on others, to help improve this further. This includes daily reporting on applications that are approaching 20 working days, seeking additional capacity from our contractor and in-house workforce, as well as the increase in refused applications referred to above.

117. As part of this concerted effort to get applications out before day 20, we have also focused on addressing older consents which can affect timeliness tracking. For example, if you look at the consents granted in October that were received in the past three months, 85.5% of these were granted within statutory timeframes. We had 94 applications in progress that were already over day 20 at the start of October, but by mid-November, that had reduced to 51 applications.

118. Inspection wait-times for standard (45-minute) inspections have remained low, generally around 24 hours, whereas for our most complex inspection types (for instance R3 Finals) the lead-time has pushed out slightly to a maximum of five days. Inspection numbers remain roughly 20% down on previous years, with around 400 inspections completed most weeks. Because wait-times are low, there is reduced demand for our remote and weekend inspections.

119. We issued 135 Code Compliance Certificates (CCCs) in October, for a total of 603 YTD. In October, 42 of the CCCs issued related to the construction of new dwellings and a further two consents related to the construction of 41 independent units in aged care facilities. Our compliance with statutory timeframes has remained consistently high, with 97% being issued within 20 working days in October.

120. Our IANZ (on behalf of MBIE) assessment took place over two weeks, from 25 September to 6 October. The outcome of this assessment has been positive, with only eight ‘non-compliances’ identified. Action plans have now been approved for all the non-compliances and implementation is well underway.

Environmental Planning

121. 237 applications for resource consents and other associated approvals have been received so far in the 2023/24 financial year to date (Q1). October saw a decline in the number of applications received per month, which is consistent with previous years’ trend of a slowdown in the lead-up to the holiday break. Overall, numbers remain slightly higher than at the same time for 2022/23.

122. For the 2023/24 financial year to date, Council has issued decisions in relation to 306 applications. Timeframe compliance for new applications (i.e., applications received since 1 July 2023) is currently 84%. This is a great improvement on previous periods, with 75% reported in Q1 of this financial year and 72% in Q4 of last year. It also marks the highest levels of compliance since 2019/20.

123. Implementing process improvements to improve processing timeliness and efficiency remains a focus for staff. This includes the decision to be more direct in returning applications that do not meet the sufficiency tests in the RMA, rather than providing extra time for applicants to resolve issues post-lodgement. This decision has had a noticeable effect on timeframe compliance, with returns accounting for 27% of decisions on new applications.

124. Further, staff are continuing a dedicated project to work through historic applications, alongside those lodged in this financial year. These have significant implications on timeliness over the course of the year. Clearing this backlog will provide a much better platform for managing workload and ensuring timeliness across all applications.

125. In the financial year to date, staff have conducted development contribution assessments for 510 building consents, totalling $ 7.4 million in contributions, and 146 resource consents totalling $3 million in contributions.

126. Staff continue to receive a number of requests for development contributions to be deferred, generally until a Certificate of Code Compliance (CCC) is issued. The current value of deferred DC’s is $6 milliion, with the majority of agreements including requirements for interest to be payable on the deferred amount.

Environmental monitoring

127. Staff have responded to 98 RMA incidents and 119 noise incidents in the financial year to date, with a further 130 noise complaints responded to by contractors. Council has monitored 331 resource consents in the financial year to date. The majority of RMA incidents continue to relate to over-height fencing, breaches of resource consent, or concerns around density of housing.

128. Noise complaints most frequently relate to either noise from residential or commercial activities and construction vibration. An increase in noise complaints is normal for the summer period. Staff recently met with Police to discuss the need for assistance during noise equipment seizures, to ensure staff and contractor safety following an increase in anti-social behaviour.

129. With the scale of works both underway and proposed to be carried out by (or on behalf of) Tauranga City Council, staff are engaging with project teams to identify potential concerns and ensure noise and vibration issues are identified and addressed appropriately.

Matters of Interest

130. A recent application by Wolfbrook for a housing development on Ridge St, Otumoetai, has drawn significant interest from local residents, with concerns being raised in relation to density and character. Although a decision is yet to be made in relation to notification, staff are now proactively engaging with the community, to keep them up-to-date on the process.

131. A number of parties, including hapu and representatives of several active community groups, have joined the Allied Asphalt hearing process for regional and district council consents (to be heard by the Environment Court via direct referral). The next step will be a judicial conference where the Court will question the parties on their case, expert evidence and availability. Following this, the Court will set a date for the hearings.

132. Mediation was recently held in relation to an appeal against a resource consent authorising the establishment of the THM Limited basketball training and event facility in Judea. Staff are hopeful that this matter can be resolved through settlement.

133. The EPA have outlined engagement protocols and likely requirements from Council to assist them in their role of the Consenting Panel for the Sanderson Group’s Pitau Road project, which has been referred via the COVID-19 Recovery (Fast-track Consenting) Act 2020. Staff are preparing to receive formal requests for comments in late November/early December.

134. Staff are progressing investigations into the use of motels for short-term/emergency social housing, following concerns being raised by members of the community.

Environmental Regulation

Alcohol Licensing

135. Between 1 October and 20 November 2023, the Alcohol Licensing team has forwarded 219 various alcohol licensing applications to the District Licensing Committee for consideration and determination. A breakdown of the applications is provided in the table below.

Applications forward to the District Licensing Committee
Application Type	Number	YTD
OFF Licence (New)	2	4
OFF Licence (Renewal)	4	16
ON Licence (New)	6	11
ON Licence (Renewal)	19	45
Club Licence (New)
Club Licence (Renewal)	1	8
Temporary Authorities (ON & OFF)	13	20
Manager (New)	36	147
Manager (Renewal)	29	99
Special Licence	109	210
Total:	219	560

136. The team also completed 35 premises inspections within this period, ensuring that licensed premises were being operated and managed as required under legislation. For the year-to-date, the team has inspected 84 new and renewal licensed premises.

Enforcement
	Number	YTD
Infringements	0	3
ARLA Suspensions	0	4
ARLA Cancellations	0	0
Total:	0	7

137. There have been no infringements or applications for suspension of a licence or certificate made to the Alcohol Regulatory Licensing Authority (ARLA) in this current reporting period.

District Licensing Committee Hearings Held
	Number	YTD
ON LICENCE	3	6
OFF LICENCE		2
CLUB LICENCE
MANAGER		7
TEMPORARY AUTHORITY		3
SPECIAL LICENCE
Total	3	18

138. Of the three applications referred to hearing for determination by the District Licensing Committee (DLC), one was granted and two were declined. The two declined were applications for a renewal of an ON Licence (Mount Social Club in Mount Maunganui) and an application for a new ON Licence (Greerton Social Club in Greerton). In relation to the declined applications, although there are two separate companies involved, the business owner is the same.

139. The DLC indicated in their decision for the Mount Social Club that the amenity and good order of the area would increase by more than a minor extent if the renewal was refused. It had become evident during proceedings and during deliberations that the DLC believed that the actions required to safely manage Mount Social Club was not being carried out by the applicant. The DLC decided in this case to put public safety first and subsequently found the applicant unsuitable to operate such a high-risk tavern-style premises in the Mount Maunganui precinct.

140. The decision to refuse the Mount Social Club application also reflected on the ability of the applicant to hold the same type of licence at the proposed new premises known as Greerton Social Club. As the business owners were the same, the DLC found them unsuitable to hold a tavern-style ON Licence.

141. The applicant for both declined applications has advised Council that they are likely to appeal the District Licensing Committee decisions to the Alcohol Regulatory Licensing Authority (ARLA).

Local Alcohol Policy

142. Recent changes to the Local Alcohol Policy were decided on by the Strategy, Finance and Risk Committee at a deliberation hearing on 30 October, with changes coming into force on 12 February 2024. These changes include:

(a) Changing the opening sales time for ALL off-licensed premises from 7 am to 10 am.

(b) No new bottle stores in areas where the deprivation index is 9 or 10.

(c) A change to the closing time for on-license premises in the city centre bars to 2 am, instead of the current 3 am closing time.

(d) A change to the one-way door policy, which will start at 1 am, instead of the current 2 am closing time.

(e) A range of discretionary conditions that can be applied to off-license premises.

143. Messaging has gone out to all those licensed premises affected by the changes, with further messaging to the public to be undertaken in the early new year. There are also plans to hold in-person meetings with affected parties in the lead-up to the changes coming into effect.

Environmental Health

144. 72 verifications of food businesses were undertaken in October and November this year, and 252 so far this financial year. Of the 252 verifications conducted year-to-date, eight received an ‘unacceptable outcome’.

145. An unacceptable outcome means that the business had a number of non-compliances that need to be resolved, and the business’s verification frequency will increase until compliance improves. When a food business receives an unacceptable outcome, it must gain two acceptable outcomes before its verification frequency can be decreased.

146. Registrations and service requests are set out below.

Registrations	1 October to 20 November	YTD
Food Registrations - New	42	113
Food Registrations - Renew	89	334
Health Registrations – New	3	5
Health Registrations - Renew	4	149	These are generally renewed in August, September, and October

Service Requests (complaints, queries etc)	1 October to 20 November	YTD
Food safety and suitability enquiries, complaints, investigations and enforcement	10	27	27 total investigations resulting in 8 enforcement interventions
Customer queries	12	33
Health registration	1	5
Hairdressers	0	4
Housing	1	1
Health miscellaneous	4	7
Food registrations	32	87
Compliments (on service)	2	3
TOTAL:		167

Matters of Interest

147. The Environmental Health team hosted a regional food meeting in November, with verifiers and food safety officers attending from the Ministry for Primary Industries and Taupo, Rotorua, Western Bay of Plenty, Whakatane and Opotiki District Councils. Agenda items included an MPI compliance update; conducting verification of Kombucha manufacture and critical control points; preparing for a food complaint investigation; our tools of the trade (essential items for checking compliance); overview of the recent nationwide Prime energy drink investigation and seizures; and a general Q and A session.

Animal Services

148. Actions taken in relation to Animal Services complaints received from 1 October to 23 November are listed below.

	Warnings / Notice	Abatement Notices	Dangerous / Menacing Classifications	Infringements Issued	Prosecutions Commenced
Oct 23	Barking - 43		Dangerous - 1
	Roaming - 16	2	Menacing - 2	164	0
	Aggression - 3		Section 62 Muzzle - 2
Nov 23	Barking - 27		Dangerous - 0
	Roaming - 8	2	Menacing - 2	130	1
	Aggression - 1		Section 62 Muzzle - 0
YTD	Barking 178		Dangerous - 1
	Roaming 63	15	Menacing - 6	492	2
	Aggression 17		Section 62 Muzzle - 10

149. As of 24 November, 92.8% of known dogs have been registered. This is an improvement on last year’s registration rate and is certainly a big leap from late-July when only 74.1% of known dogs had been registered.

Matters of Interest

150. One of the more unusual captures occurred during November when an Animal Services Officer was driving down Welcome Bay Road and came across a dog with a lamb happily trotting alongside it. He stopped his van and gave the dog a call, it walked over to him and jumped into the back of the van when he opened the door. The lamb then came over, and after walking around the van stood by the back near the dog and was captured. Both were claimed by their owner and reunited a few days later.

151. The dog control officers recently attended a training course at TECT Park, learning how to respond if they be attacked by an aggressive dog. The facilitator of this training was Guus Knopers, who trains dogs for Kiwi Aversion, Customs and Border Control. In the past and through Guss, Animal Services has rehomed two dogs from the pound for new-found careers in drug and bomb detection. During the training, one of the officers’ tasks was to escape to their vehicle with a Belgian Malinois attached to their arm. This proved quite difficult, particularly if the vehicle was locked as they didn’t have keyless entry (something to consider for future vehicles).

152. The job isn’t all about dogs and the team ended up having to remove two pigs from a property in Gate Pa. Pigs are not allowed to be kept within the city boundary and in addition, the environment the pigs were being kept in was poor. After several complaints, staff managed to convince the owner to hand the pigs over – failure to do so would have led to infringements from the SPCA and we would have had to execute a search warrant and seize the animals. Each pig weighed in around 90 kg, and it was a full team effort to move them.

Parking and Bylaws

153. During October Council received 172 parking requests for service and 48 for Bylaw compliance matters.

154. Council’s application to MBIE for the Freedom Camping Transition Fund has been approved. Funding of $25,000 for additional educational patrols and a communications strategy is available to council this summer season.

155. Infringements to date are set-out below.

	1 – 31 October	YTD
Bus Lanes	719	5240
Parking	4789	18766
Freedom Camping	56	134

Key Account Management

156. Our Key Account Management function continues to support the delivery of excellent regulatory outcomes (primarily operating across the Environmental Planning and Building Services teams, while working closely with Infrastructure), providing a single point of contact for engagement and communication with applicants and their teams.

157. Key projects/customers include the Civic Precinct redevelopment, The Strand, Memorial Park, 2 Devonport Road, 90 Devonport Road, Haumoana private hospital, Northern Quarter, Ministry of Education, Fosters Construction, Wolfbrook Residential Limited, Ministry of Justice, Group Home Builders, Spaces and Places capital project delivery, Mike Greer Homes, Pukaingaturu B18 Trust, Pitau Street project, Kainga Ora for Fernciffe Farm, Barrett Homes, Northern Quarter and Classic Developments. We continue to receive strong interest in this service and continue to grow our portfolio of customers in this area.

City Development

City Partnerships 

158. The Trust Deed for the new Te Papa Community Amenities Charitable Trust has been finalised and we’re close to appointing trustees. This will be used as a vehicle to fundraise for Te Manawataki o Te Papa - Civic Precinct development initially, and then move on to fundraising for other important community amenity projects.

159. We have applied for $7.5 million of funding for the Local Government Flood Resilience Co-Investment Fund for the two landslides at Egret Avenue. A decision is due at the end of November.

160. A grant of $35,000 from The Lion Foundation has been confirmed for the Destination Skatepark Zones 3 & 4 project. A total of $4,908,217 of external funding has been granted in the last 12 months to Spaces and Places projects – see below.

Project	Funder	Amount
Destination skatepark zones 1 & 2	TECT	$1,023,000
Destination skatepark zones 1 & 2	Lotteries	$528,847
Destination skatepark zones 1 & 2	NZCT	$459,370
Destination skatepark zones 1 & 2	Project Tauranga	$200k
Destination skatepark zones 3 & 4	Grassroots Trust	$250k
Destination skatepark zones 3 & 4	The Lion Foundation	$35k
Destination skatepark zones 3 & 4	NZCT	$200k
Marine Parade coastal pathway	MBIE Tourism Infrastructure Fund	$800k
Marine Parade coastal pathway	Port of Tauranga	$162k
Mauao viewing platform	Port of Tauranga	$150k
Merivale Community Centre (grant transfer)	TECT	$300k
Merivale Community Centre (grant transfer)	Lottery	$500k
Merivale Community Centre (grant transfer)	BayTrust	$300k

161. Staff have undertaken a review of the Enduring Statement of Expectations (ESE), the overarching governance document which outlines the general governance principles and ongoing expectations of our five substantive council-controlled organisation (CCO) boards, with a revised ESE going to Council for approval on 27 November.

162. We hosted the six-monthly Governance-to-Governance function with board members from four council-controlled organisations and representatives from TCC and WBOPDC.

163. Te Manawataki o Te Papa Charitable Trust held its Annual General Meeting, where trustees received copies of the Annual Report and financial statements.

164. The City Partnership Specialist (Economic Development) continues to work closely with Priority One and the University of Waikato. The Tauranga campus has seen a 22% increase in 2024 domestic applications, compared to the same date in 2023, with indicative growth across Health, Engineering, Computing Management, Māori and Indigenous Studies, and Law. Demand for student accommodation is also up, and seven additional staff roles have been approved for 2024. With the support of TECT, the University has secured additional properties in the precinct for future activation.

165. Education Tauranga reports that enquiries and demand from international students in China, South Korea, India and Japan are significantly higher, and the is translating to tangible study applications.

166. The City Partnerships Specialist (Mainstreets) is rolling out a summer activations programme, which includes Angus Muir’s ‘Shapes of Summer’ lighting installations in the city centre from late-December to late-January.

167. New Funding Agreements have gone out to the four Mainstreet organisations for their signature, and all four Mainstreets have recently held their AGMs.

168. The City Safety and Engagement Advisor has been actively engaging with Mainstreets and their members on issues relating to safety, as well as other projects. He has also been involved in internal discussions relating to the civic response over the New Year period, providing support, information and liaison between various parties. A profile on this new role, and how well it has been received by the business community, was featured in the Weekend Sun: https://www.theweekendsun.co.nz/the-weekend-sun.html.

Library and Community Hub

169. Site enabling and demolition works have commenced with construction scheduled to start in January.

170. The interior developed design package was approved at the November Steering Group Meeting.

Civic Whare / Exhibition Centre / Museum (CWEM)

171. The revised design programme is targeting 24 November to reach developed design, with 100% detailed design due by 30 May.

172. Facade value engineering has progressed, with resulting design elements now being incorporated into the developed design milestone package. Revised floor plans have been approved and floor layouts are now frozen.

173. Early procurement and enabling works packages are currently being developed for the project, to mitigate supply chain risks.

Tauranga Art Gallery 

174. The seismic strengthening design has concluded and is being integrated into the detailed design package, in consultation with construction partners LT McGuinness.

175. The detailed designs, cost estimates, and programme will be finalised with the Tauranga Art Gallery Trust (TAGT) prior to signing the construction contract.

The Strand Reserve 

176. The Strand carpark is now fully closed to the public. Construction materials, including 300 tonnes of rock armour, has been delivered to site. The removal of street furniture and the dewatering tank has been completed for the construction of the northern seawall. The construction of the seawall, and installation of the living seawall pods, is underway.

177. The Waterfront playground is currently in the developed design phase, with 100% design due to be completed by the end of January.


300T of rock armour delivered on site for Northern Seawall Construction to commence.	Northern Seawall site cleared.

Te Hononga ki Te Awanui (Harbour Link) Stage 1: Boardwalk and Underpass 

178. A Karakia was held on 10 November, with site establishment commencing on 13 November.

179. Demolition of the existing boardwalk has commenced, along with construction of the temporary causeway.

180. Building consent and Environmental Construction Management Plan approval has been received. A revised programme has been approved with a completion date in Quarter 3 2024.

Demolition of existing Boardwalk and construction of a temporary causeway to enable demolition and construction.

Masonic Park

181. Site works have now commenced and engagement is ongoing to coordinate physical works with nearby hospitality businesses and the Tauranga Art Gallery.

182. The initial PowerCo design for relocation of the power transformer has been received. NorthPower will be engaged by PowerCo to provide a programme of works.

183. Issued for Construction drawings have been received and approved and all building consent RFI’s have now been closed out.


Masonic Park construction site covered to reduce dust after excavation works.

Dive Crescent Carpark 

184. The stormwater infrastructure installation and repaving along Dive Crescent has now been completed, as has the keystone wall and security fencing along the railway corridor.

185. Project completion is still on schedule for mid- to late-December.


Keystone wall and railway corridor security fencing.	Kerbing and footpath excavation.

Beacon Wharf 

186. 100% detailed design for the Beacon Wharf seawall has been completed.

187. Blue sponge has been relocated in preparation for the works, and rock armour for the seawall has been delivered to site.

188. A contaminated land survey has been completed, along with the sediment and erosion control plans.


Long Reach digger manoeuvering to avoid pohutukawa.	Seawall construction.

90 Devonport Road (Civic Administration Building Fit Out) 

189. The Level 3 floor was completed in early-November. Steel stud framing has been approved and ordered and the fit-out consent has been lodged.

190. The first of the façade glazing and cultural art panels have been installed.


Fabricated façade art panel.	Render showing façade art panels.

Elizabeth Street East/Tunks Reserve 

191. Construction of the new stairway has been completed and the civil works and footpath construction is now 95% complete.

192. Bush hammering works on the northern footpaths has commenced and the drinking water fountain has been installed.

193. Project completion is still on schedule for late-December.


Furniture installed at one of the lookout areas.	Bush hammering works progressing on the footpath.

Banks prepared for planting.

Memorial Park Recreation Hub 

194. Options for the design and delivery of a new aquatics facility are scheduled to be presented to Council on 11 December.

195. The preliminary investigations for locating the four indoor courts are currently in progress, with the preferred option to be presented to Council on 11 December.   

 160-176 Devonport Road Carpark 

196. Demolition is well underway and scheduled for completion pre-Christmas.

197. A three-month Civil Works contract to establish the car park is due to commence in January, including the relocation of the Masonic Park bus shelter and Midnight Sun artwork.

City Development

198. Work is currently underway to make small improvements to the streetscape area on Grey Steet outside the entrance to He Puna Manawa. The works include the replacement of the maintenance-intensive Queen Palms, and removal of the cracked walls and raised planters. Works are expected to be completed in the first week of December and will inform a future extension of the streetscape improvements to Grey Street.

199. A masterplan of Red Square public realm and art improvements is being prepared and an activation plan has been announced for the Square over the summer months. Red Square will be a key public space for the city centre while Te Manawataki o Te Papa, Masonic Park, and the Waterfront are under development.

200. Council staff from across the organisation came together recently to form the ‘city centre taskforce’, in an effort to develop a coordinated approach to minimising disruption and maximising efficiencies across the city centre. This place-based approach to collaboration across the organisation, brought together capital delivery activities with asset renewals, operational activities and commercial developments, to ensure we build and retain social licence with our community through this significant regeneration programme.

201. An accessibility audit has been completed for the city centre and alongside the transportation team, we’re moving to implement quick wins which will make immediate improvements to our city centre streets and public spaces.

Brand Tauranga

202. Work continues on the development of a destination marketing brand for Tauranga and the sub-region. A newly formed governance group has met twice and is working to deliver this new brand in the first half of 2024. Further updates will be provided early in the New Year.

City Centre Parking Data

203. October city centre parking data is shown below. The first two graphs outline occupancy rates in the Elizabeth Street and Spring Street parking buildings per hour, showing that there is significant parking availability in both buildings from late afternoon. The second table also illustrates that the Spring Street parking building has lower occupancy rates, as people get used to it being fully open again – increased communications will help to raise awareness.

Elizabeth Street parking building – October occupancy rates above

Spring Street parking building – October occupancy rates above

204. The table below shows how people paid for on-street parking in October, with credit card at pay machines being the preferred way to pay. App usage remains high with commuter parkers, so encouraging lunch-time (short-term) parkers to use the app will help the ease of parking. 

Communications and Engagement

205. November saw the continuation of the “It’s On” campaign to continue to raise awareness of what’s happening in the city centre, help people understand the ‘why’ behind the disruption, and send people to our dedicated web pages (www.tauranga.govt.nz/ourfuturecitycentre) for more information. This communications activity included a media release, as well as radio and billboard advertising (as below).

206. With a number of key waterfront projects now in full swing, our continued focus is to share the story of transformation and share progress with the community as it happens, so they can visualise how the area will come to life over the coming year. This has included stories related to the ‘living seawall’ (click for the media release, with artist impression below), construction of the boardwalk, and the Beacon Wharf upgrade, with more to come.

207. A key project in development is the collection of data to track the impact that the city centre transformation is having in a variety of ways. This involves measuring aspects like spend/transactions, foot traffic, parking, transport modes, building consents and environmental impacts.

208. The ‘Summer in our city centre’ initiative has kicked off for another year, offering a series of free, family-friendly events to encourage people to visit the area. The events page on the My Tauranga website is pictured below. To raise awareness and encourage people to join in the fun, a marketing and communications campaign is being rolled-out, which includes billboard, radio, print, bus back, digital ads, posters and social promotion.

Events on offer include free outdoor cinema nights, sunrise pilates, lunchtime yoga, live music, markets, family fun and more. The annual ‘Tauranga Moana Bomb Comp’ is also back by popular demand and will take place at the main wharf on the waterfront on Saturday, 16 December.

Events held so far have been well attended by the community.

209. Proactive face-to-face engagement with impacted local businesses continues, with the main topics discussed including the upgrades to Elizabeth Street/Tunks Reserve, upgrades at Masonic Park, closure of The Strand carpark, and what disruption to expect during pre-construction works at Te Manawataki o Te Papa between now and the end of the year. An ‘It’s On’ brochure was also distributed to stakeholders to share with customers. A ‘City Partners’ stakeholder event was held on 27 November to provide some of our key stakeholders with a broad update on the work taking place in the city centre.

Attachments

1. Key Events - December to March - A15335124 ⇩

Ordinary Council meeting Agenda

11 December 2023

11.12 Overview Report - Memorial Park Recreation Hub Programme

File Number: A15307703

Author: Mike Naude, Director of Civic Developments

Authoriser: Marty Grenfell, Chief Executive

Purpose of the Report

1. The purpose of this report is to provide an overview of the suite of reports included on this agenda related to the Memorial Park Recreation Hub Programme. This includes providing the history, strategic context and information that is pertinent to all of the reports, as well as an overview of how each report fits within the wider programme of works. This report presents three options for the delivery of the Memorial Park Recreation Hub, based on the findings of the individual reports. Having considered all reports in the suite, this report provides recommendations for the suite of decisions that will deliver the programme budget.

Recommendations

That the Council:

a) Receives the report "Overview Report - Memorial Park Recreation Hub Programme"; and

· Either:

b) Approves option B as outlined in this report, at a total programme cost of $150.85M, to include:

§ An aquatics centre with leisure, toddler, programme, bombing pools, splash pad, eight indoor lanes and two outdoor lanes (option 2) at a cost of $119.85M.

§ Indoor courts at an alternative city-centre location with 4 courts at a cost of $25M.

§ Upgrades to the Memorial Park to enhance parking, access, recreation facilities for young people and spaces for community gatherings at a cost of $6M.

· Or:

c) Approves option C as outlined in this report, at a total programme cost of $140.8M, to include:

§ An aquatics centre with leisure, toddler, programme, bombing pools, splash pad, two indoor lanes, eight outdoor lanes, and three hydro slides (option 3) at a cost of $107.4M.

§ Indoor courts at an alternative city-centre location with 4 courts at a cost of $25M.

§ Upgrades to the Memorial Park to enhance parking, access, recreation facilities for young people and spaces for community gatherings at a cost of $6M.

d) Note that funding is available within the current Long-term Plan 2021-31 budgets to accommodate option b or c of this report; and

e) Note that any adjustments to future funding requirements for active reserves will be addressed through the Executive Report to the Long-term Plan 2024-34 deliberations.

BACkGROUND

2. Memorial Park is a large recreational park in Tauranga’s central Te Papa Peninsula and home to Memorial Pool, Queen Elizabeth Youth Centre/Memorial Hall (referenced as QEYC) and a range of recreational amenities. Memorial Pool is an outdoor pool built in 1958 which is coming to the end of its useful life. QEYC is a well-used multi-court facility built in 1965 which is coming to the end of its useful life. Both the pool and hall are managed by Bay Venues Limited on behalf of the Council.

A history of decisions to redevelop the Memorial Pool and Memorial Hall

3. A 2017 needs assessment undertaken on Memorial Pool (alongside Otumoetai Pool) found there is a clear case for change, not only driven by the age, condition, use and financial costs, but also recognising the modern requirements of an aquatic facility to be fit for purpose and meet the needs of a diverse and growing population. The needs assessment recommended undertaking a feasibility study for a multi-purpose recreation and leisure facility in Tauranga central/west catchment.

4. Budget was included in Council’s Long-Term Plan (LTP) 2018-28 for Bay Venues to redevelop Memorial Pool at a budget of $30M from 2022 to 2023.

5. In 2018, Tauranga City Council and Bay Venues Ltd agreed to undertake a feasibility study on a new multi-purpose aquatics/recreation hub in the CBD. In 2019, Bay Venues Ltd commissioned Visitor Solutions, HDT Architecture and Boffa Miskell to undertake a community facilities needs analysis and feasibility study for a CBD recreation and leisure hub located on Memorial Park. This feasibility study was completed early in 2020 and was due to be presented to Tauranga City Council in March 2020 but was cancelled due to the March 2020 COVID-19 lockdown.

6. The feasibility study identified significant demand for increased aquatic provision in Tauranga, particularly indoor and leisure water. A key conclusion for the feasibility study was Tauranga’s aquatic network has insufficient leisure provision for the majority of aquatic users. This conclusion was based on the 2019 needs analysis which concluded that there is significant need to provide more aquatic leisure in the network to cater for the largest group of aquatic users and reduce pressure on Baywave.

7. The feasibility study was based around a large-scale $95 million development proposal which included indoor/outdoor aquatic facilities, indoor courts, fitness centre, mini-golf and a spa/wellness centre.

8. Due to Tauranga City Council’s financial constraints and large capital works programme, Tauranga City Council and Bay Venues Ltd reviewed the CBD Recreation and Leisure Hub feasibility study in late 2020.The revised feasibility study and business case informed the development of budgets for the 2021-31 LTP.

9. The Council’s Community Facilities Investment Plan 2021 identified the Memorial Park Recreation Hub (replacement of Memorial Pool) and redevelopment of the Memorial Hall (including provision of additional courts as part of the Memorial Park Recreation Hub) as a priority for the 2021-31 LTP.

10. The Council consulted with the community on the redevelopment of the Memorial Park pool ($49M) and the redevelopment of the Memorial Park indoor sports facility ($54M) through the LTP. The Council’s final 2021-31 LTP included projects to redevelop the Memorial Park pool and indoor sports facility ($52M for the Aquatics Centre and $48M for the indoor sports facility).

11. The Council has developed a number of Action and Investment Plans over the last year which have included the Memorial Park, Aquatic Centre and Recreation Hub as priority actions.

12. The Council is currently consulting on the draft LTP 2024-34. The draft LTP budgets include the Memorial Park Aquatics, Recreation Hub and Park enhancements at a total budget of $129.6M to be completed by the end of 2028.

13. A project team was set up in June 2023 to deliver concept plans for the delivery of a new Memorial Park Recreation Hub and a Memorial Park Spatial Plan. The initial scope of the recreation hub included a new aquatic facility and indoor sports facility as provided for in the 2021 LTP.

The case for investment in the park, pool and indoor courts

14. The 2019/20 Feasibility Study recommended a redeveloped Memorial Pool should provide for core functions of aquatic play and leisure (both indoor and outdoor), learn to swim, therapy, fitness and some aspects of aquatic sport. Retaining outdoor provision was identified as important to the aquatic network to support leisure provision. The need for Indoor Courts was identified as part of the Recreation Hub, with a strong need for more indoor courts across the city, to cater for current demand and future population growth.

15. The feasibility study identified a clear case for investment of aquatic and indoor court facilities at Memorial Park:

Gap in aquatic leisure	There is a significant gap in the provision of aquatic leisure to provide for the greatest proportion of aquatic users. This should preferably be indoor all-year round, supplemented by an outdoor leisure pool to replace the outdoor pools at Memorial Pool.
Aging assets at the end of useful life	Memorial Pool is over 70 years old and Memorial Hall is 65 years old. Both are at the end of their useful life. Redevelopment is more economic compared to ongoing repair. QEYC also has condition issues with roofing, cladding and ventilation issues which need to be addressed to secure the ongoing provision. The current playground is at the end of its useful life
Indoor court capacity	QEYC/Memorial Hall is a well utilised indoor court facility which is vital to the network and cannot be lost. In addition, Tauranga needs more indoor courts to cater for current and future demand. Retaining the existing provision and any opportunity to increase capacity should be considered.
Increased aquatic provision	Tauranga needs more indoor aquatic provision to cater for current and future demand. Increasing aquatic capacity will relieve heavy pressure on neighbouring Baywave and Greerton facilities, particularly if centrally located in Tauranga’s CBD. Development of Memorial Pool as a citywide facility is identified as the most important aquatic action in the 2019 Needs Analysis.
Learn to swim and hydrotherapy	Learn to swim and hydrotherapy are important aquatic markets particularly recognising Tauranga’s younger and older populations. These programmes also provide opportunities for revenue generation.
Revenue generation	Opportunities to improve the financial performance of community facilities should be considered such as fitness centre or commercial leisure eg hydro slides.
Increased need for recreational and social outdoor space	The Memorial Park will become an even more highly valued space for casual recreation, social gathering, and “being outside” as surrounding development is intensified with less private outdoor space. The current visual quality does not truly reflect the status of the park as a high-profile reserve or reinforce the park’s historic purpose as a community focused gathering place.

Governance Council Controlled Organisation

16. The Council has created a separate entity to govern the Te Manawataki o Te Papa project delivery, Te Manawataki o Te Papa Limited (CCO). the Memorial Park Recreation Hub programme is also governed by the CCO. In addition, the programme is informed by the Civic Development Assurance Group. Early discussion has included the establishment of a Steering Group, Design and Technical Reference Groups to guide the project through the preliminary design stage. Actual operational delivery is by way of resources either employed by or contracted to Council. Council is the principal to all project development contracts with suppliers and the employer of the project management team.

17. The Te Manawataki o Te Papa Board have reviewed the suite of reports relating to this project. The Board Chairperson will speak at the 11 December Council meeting to present the views of the Board on the matters contained within the report. It is expected that the Board Chairperson will table a short written paper on behalf of the Board.

Overall Programme Options

18. The Memorial Park Recreation Hub is a programme to redevelop the Memorial Hall, Memorial Pool and Memorial Park to provide modern, fit for purpose recreation and sports facilities to meet the needs of the Tauranga community, as part of the broader network of facilities.

19. The project scope envisaged a combined multi-sport and aquatic centre within Memorial Park. However, initial scoping works identified that the cost of $175M was well outside the project budget of $122M (excluding $8M Memorial Park upgrades).

20. Alternative options have been investigated to deliver the Memorial Park Hub programme outcomes for the community, but within the LTP budget.

21. The programme team has looked to develop more affordable options for the aquatics facility, with a focus on prioritising the greatest need in the city’s aquatic network. In accordance with the needs analysis the priority for increased aquatic facilities is in the recreational/leisure use, which currently represents approximately 20% of the network offering, and based on national benchmarks would be expected to represent 60-70% of the network.

22. The programme team has also considered alternative locations for both components of the programme; the aquatic centre and the multi-sports centre (indoor courts). A high-level analysis of alternative locations for the aquatic centre identified that Memorial Park was still the preferred location for the aquatic centre. A viable alternative venue for the indoor courts has been identified.

23. The individual reports included on the agenda alongside this overview report outline various options for Council to deliver on the programme, including the provision of indoor courts at a different location from the aquatic centre.

24. A range of options are outlined on the following page for Council consideration:

RELATED REPORTS ON COUNCIL AGENDA 11 DECEMBER 2023

25. Based on the options outlined above, there are a number of reports on this 11 December 2023 Council agenda. These reports consider a range of matters which are directly, or indirectly related to the Memorial Park Recreation Hub Programme.

26. Below is a summary of the reports and the matters which they address:

Report Title	Purpose
Memorial Park Recreation Hub – Aquatics Options Report	This report presents the revised Memorial Park Recreation Hub concept design for approval. It outlines three options for the Council to consider for the development of a Memorial Park Recreation Hub, including retaining a Recreation Hub facility in one venue that incorporates both aquatic and indoor court facilities, or achieving the same level of services over two sites.
Approval of Memorial Park Site Development Plan	This report presents the Memorial Park Site Development Plan, including seeking confirmation to progress the external landscaping upgrades proposed as part of the wider Memorial Park to complement and facilitate the Aquatic Centre project.
Strategic Property Purchase for Memorial Park Recreation Hub Project	Due to the nature of this report it is being considered in public excluded. However, the purpose of this report is to ensure the most cost-effective delivery of the Programme objectives, specifically related to indoor court provision. This report provides for the purchase of an alternative site for provision of indoor court facilities.
Concept Design for indoor courts	Due to the nature of this report it is being considered in public excluded. However, the purpose of this report is to ensure the most cost-effective delivery of the Programme objectives, specifically related to indoor court provision. This report considers the possible design of indoor court facilities at an alternative location.
Procurement Strategy	Due to the nature of this report it is being considered in public excluded. The purpose of this report is to ensure the most cost-effective delivery of the Programme objectives by presenting options for the procurement of the Memorial Park Recreation Hub Programme.

Strategic / Statutory Context

27. Council adopted a new vision for Tauranga City Council in June 2022, and also endorsed it as a shared Vision for Tauranga. The vision is based on three key themes clearly expressed by our communities as being important for a future Tauranga – environment, community and inclusivity, and vibrancy. These three themes form the basis of the vision statement:

Tauranga, together we can

Prioritise nature

Tauranga is a city where… we celebrate, protect and enhance our natural environment, integrating it into the city for all to enjoy

Lift each other up

Tauranga is a city where… we foster and grow our communities, celebrate our differences, and lift up those who are vulnerable

Fuel possibility

Tauranga is a city where… we foster creativity and innovation, celebrate our arts and culture, and empower our changemakers to create a vibrant city into the future

With everyone playing their part, together we can create the change our city needs.
Kei a tātou te pae tawhiti
The future is all of ours.

Because, Tauranga, together we can.

28. In August 2023, the Council adopted the ‘Our Public Places Strategy’ with the ambition of:

Together we can have public places to play, relax, be inspired, and connect with people and nature.

29. In August 2023, the Council also adopted a Play, Active Recreation, and Sport Action and Investment Plan, 2023-33 (AIP).

30. This AIP focuses on the Our Public Places Strategic Plan objective of: Increasing participation by providing easily accessible opportunities for organised and informal play, active recreation, and sport for people of all ages, backgrounds, and abilities.

31. The AIP identified 5 actions related to the Memorial Park Recreation Hub:

Action No.	Actions and programmes of work	Proposed timeframes	Indicative cost^{^[4]}	Who	Priority
25.	Redevelopment of Memorial Hall (QEYC) and provision of additional court as part of Memorial Park Recreation Hub	Short Term	$$$$ LTP 2023- 2025	TCC, Bay Venues Ltd, User Groups	Priority action
33.	Replacement of Memorial Pool with Memorial Park Recreation Hub (indoor and outdoor pools).	Short Term	$$$$ LTP 2026- 2028	TCC	Priority action
7.	Memorial Park - reserve development to consider interface of the park with the Memorial Park Recreation Hub, including playground redevelopment and consideration of other play and active recreation opportunities (including potential junior bike skills path, skate park and hard courts)	Medium Term	$$$ LTP 2026- 2027	TCC	Priority action
38.	Replace destination playground at Memorial Park when due for renewal through site master planning. Refer Memorial Park Master Planning Action	Medium Term	$$$ LTP 2026- 2027 (cost is full reserve master plan)	TCC	Priority action
30.	Find alternative space for displaced users from 3 courts while Memorial Hall is redevelopment and Mount Sports Centre (e.g. school gyms, vacant industrial building, outdoor courts)	Immediate – Short Term	Part of wider project budgets	TCC, Bay Venues, other potential host sites

32. The Memorial Park upgrade also aligns with Council’s Reserves and Open Space Action and Investment Plan, which includes aspirations to increase participation by providing easily accessible opportunities for organised and informal play for people of all ages, backgrounds and abilities; and emphasise the green environment, passive space and amenity functions of our reserves, as well as the traditional play space.

Financial Considerations

33. The total programme budget of $129.6M is included in the draft Long-Term Plan 2024-34. In addition, the Long-term Plan includes budgets for various active reserves.

34. Option B outlined in this report has a total programme cost of $150.85M. Option C outlined in this report has a total programme cost of $140.8M

35. Both options outlined in this report can be accommodated within existing Long-Term Plan 2021-31 budgets, and any additional adjustments required to the active reserves budget in the 2024-34 Long-term Plan will be addressed through the Executive Report to the Long-term Plan deliberations.

Legal Implications / Risks

36. The Council has been undertaking work to redevelop the Memorial Hall and Pool for over five years, and a decision to not proceed with this programme would have reputational risk.

37. The current facilities are also reaching the end of their life and continuing to use the facilities without redevelopment would still require substantial upgrades and increasing maintenance costs.

38. The specific project risks, including potential for cost escalation, are included within the individual reports.

39. Relevant legal considerations are addressed within each of the individual reports.

Consultation / Engagement

40. The Council has undertaken previous engagement with the community to understand community support for this project through the Long-Term Plans 2018-28 and 2021-31.

41. The projects have garnered support from the community, including requests by users specifically for more facilities, both to cater for increased numbers and a broader variety of recreational activities.

42. Specific targeted stakeholder and mana whenua engagement has occurred as part of the development of each of the proposals and is ongoing. More detail is included in the individual reports where relevant.

Significance

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

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

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

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

45. In accordance with the criteria and thresholds in the policy, the decision to build an Aquatic Centre and indoor courts is a significant investment. However, the Council has already made the decision to develop the Memorial Park Recreation Hub through the LTP 2021-31. The proposals being considered through this suite of reports has a strong and logical flow from the previous Council decision, but with some notable variations to how the project is delivered. Therefore, in accordance with the criteria and thresholds in the policy, it is considered that the issues addressed in this suite of reports are of medium significance.

46. The individual reports include a separate assessment of significance where relevant.

Attachments

Nil

[1] Council direction in preparing the draft LTP was to exclude construction costs associated with the Kaituna Overflow. However the majority of these constructions costs were included in the LTP period. An internal submission has been made on the basis that Commissioners may want to push these budgets out as per original direction.

[2] The council resolutions made under the Traffic and Parking Bylaw are available in an attachment to the bylaw which can be viewed on the council website at https://www.tauranga.govt.nz/Portals/0/data/council/bylaws/files/traffic-parking-attachments.pdf.

[4] Indicative cost column also identifies funding status within the working draft 2024-2034 Long-term Plan, as at July 2023. Any change in funding status will be identified in this table once the LTP is adopted in April 2024.


AGENDA Ordinary Council meeting Monday, 11 December 2023
I hereby give notice that an Ordinary meeting of Council will be held on:
Date:	Monday, 11 December 2023
Time:	8.30am
Location:	Bay of Plenty Regional Council Chambers Regional House 1 Elizabeth Street Tauranga
Please note that this meeting will be livestreamed and the recording will be publicly available on Tauranga City Council's website: www.tauranga.govt.nz.
Marty Grenfell Chief Executive

Chairperson	Commission Chair Anne Tolley
Members	Commissioner Shadrach Rolleston Commissioner Stephen Selwood Commissioner Bill Wasley
Quorum	Half of the members physically present, where the number of members (including vacancies) is even; and a majority of the members physically present, where the number of members (including vacancies) is odd.
Meeting frequency	As required

Option	Advantages	Disadvantages
Cost recovery	Council fully recovers all expenditure associated with the PPC	Additional expense to the applicant
Partial cost recovery: don’t charge for staff time, hearings commissioners. Charge for consultant planner for reporting to the Hearing.	Staff costs can be considered to be a given as their role is to input to such proposals. Staff costs are covered by existing budgets. The Hearings and commissioners can be considered to be a cost of democracy. The Consultant planner is necessary to compliment staff resources.	The PPC is diverting staff from other projects that are part of the adopted work programme.
Waiver all costs	Cost saving to the applicant	Consultant planner is not budgeted for.

Date	LTP Related Meeting
12-14 February 2024	Council – Hearing of submissions
4-5 March 2024 d	Council – deliberations on submissions
22 April 2024	Council - Adopt Long-Term Plan 2024-34

1	2 Option 1	3 Option 2	4 Option 3
5 Pool Admissions	6 209,772	7 206,585	8 194,859
9 Hydro slide tickets (not extra visits)	10 32,064 (3 slides)	11 21,962 (1 slide)	12 20,737 (1 slide)
13 Fitness Centre	14 148,750	15 73,625	16 80,750
17 Indoor Courts	18 280,176	19 -	20 -
21 Spectators	22 58,625	23 29,556	24 25,114
25 Total	26 697,323	27 309,765	28 300,724