Terms of reference – Project Planning and Monitoring
Committee
Common
responsibility and delegations
The following common responsibilities and delegations apply
to all standing committees.
Responsibilities of standing committees
· Establish priorities and guidance on programmes relevant to the Role
and Scope of the committee.
· Provide guidance to staff on the development of investment options
to inform the Long Term Plan and Annual Plans.
· Report to Council on matters of strategic importance.
· Recommend to Council investment priorities and lead Council
considerations of relevant strategic and high significance decisions.
·
Provide guidance to staff on levels of service relevant to the
role and scope of the committee.
· Establish and participate in relevant task forces and working
groups.
· Engage in dialogue with strategic partners, such as Smart Growth
partners, to ensure alignment of objectives and implementation of agreed
actions.
· Confirmation of committee minutes.
·
Delegations to standing committees
· To make recommendations to Council outside of the delegated
responsibility as agreed by Council relevant to the role and scope of the
Committee.
· To make all decisions necessary to fulfil the role and scope of the
Committee subject to the delegations/limitations imposed.
· To develop and consider, receive submissions on and adopt
strategies, policies and plans relevant to the role and scope of the committee,
except where these may only be legally adopted by Council.
· To consider, consult on, hear and make determinations on relevant
strategies, policies and bylaws (including adoption of drafts), making
recommendations to Council on adoption, rescinding and modification, where
these must be legally adopted by Council.
· To approve relevant submissions to central government, its agencies
and other bodies beyond any specific delegation to any particular committee.
· Engage external parties as required.
Terms of reference – Project
Planning and Monitoring Committee
Membership
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Chairperson
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Cr Rod Taylor
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Deputy chairperson
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Cr Rick Curach
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Members
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Mayor Mahé Drysdale (ex officio)
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Non-voting members
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(if any)
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Quorum
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Half of the members
present, where the number of members (including vacancies) is even;
and a majority of the members present, where the number of members
(including vacancies) is odd.
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Meeting frequency
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Five weekly
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Role
The role
of the Project Planning and Monitoring Committee is:
· To
ensure that approved projects are effectively planned and delivered on a timely
basis and in a way that provides good social, economic and environmental
outcomes, including value-for-money, for the community.
Scope
· Provide
input to operational proposals, options, and costs of projects as considered
appropriate by the Committee having taken into account value, risk, and public
interest (within scope and budgets approved through the Annual Plan or
Long-term Plan process or separately by Council).
· Provide
input to the proposed approach and options for procurement processes that the
Committee considers significant having taken into account value, risk, and
public interest.
· Take
necessary steps to ensure that procurement processes provide value-for-money.
· Approval
of tenders and contracts that are outside of approved staff delegations.
· Ensure
that the design and delivery of projects reflect Council’s strategic
framework (“Our Direction”) as appropriate including, but not
limited to, the adopted community outcomes and Council’s four lead
strategies (Tauranga Taurikura – Environment Strategy; Tauranga
Mataraunui – Inclusive City Strategy; Connected Centres Programme;
Western Bay Economic Strategy).
· Ensure
that where projects have a potential negative environmental impact, appropriate
mitigation is considered in design, delivery, and eventual operations.
· Monitor
the delivery of projects. (Note that the ‘Five Transportation
Projects’ will be reported to the Vision, Planning, Growth and
Environment Committee, and the projects managed by Te Manawataki o Te Papa Ltd
will be reported, alongside other council-controlled organisation reporting, to
Council).
Power
to Act
· To
make all decisions necessary to fulfil the role, scope and responsibilities of
the Committee subject to the limitations imposed.
· To
establish sub-committees, working parties and forums as required.
Power
to Recommend
· To
Council and/or any standing committee as it deems appropriate.
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Project Planning & Monitoring Committee
meeting Agenda
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17 September 2024
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8 Business
8.1 Projects
Update July 2024
File
Number: A16493339
Author: James
Woodward, Manager: Performance, Monitoring & Assurance
Authoriser: Nic
Johansson, General Manager: Infrastructure
Purpose of the Report
1. To provide an update to
the Committee on the progress of capital and operational projects.
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Recommendations
That the Project
Planning & Monitoring Committee:
(a) Receives the report
"Projects Update July 2024".
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Executive Summary
2. Delivery of projects
is a significant function of Council. This report and accompanying attachments
are presented to the Project Planning & Monitoring Committee as an update
on progress to the end of July and the focus areas for the 2024/25 financial
year. It also includes a summary of the financial results for the year 2023/24.
Background
3. Over the past 3
years the programme has grown from $179m to $418m to support both the growth of
the city and investment into new community assets and ensuring existing assets
are fit for purpose.
4. The growth and
complexity of the programme has also required a change in approach to how
projects are delivered. Both in the internal structure of how Council delivers
programmes of work, approaches to procurement and managing the supply chain.
This has created a structure of five teams delivering the majority of the
programme.
(a) Spaces & Places –
Delivering community facing assets
(b) Waters – Delivery of
stormwater, water supply and wastewater infrastructure
(c) Transport Major Projects
– Delivery of large complex transport projects, and supporting
infrastructure
(d) Transport – Balance of
the transport programme, including safety improvements and network renewals
(e) TMOTP and City Centre –
The CCO led delivery arm for the Te Manawataki o Te Papa programme of work, and
the council delivery team for the balance of city centre based projects
5. The remainder of the
programme which makes up the remaining $48M is delivered by other parts of the
organisation, for instance Digital and Property Acquisitions.
STRATEGIC ALIGNMENT
6. This contributes to
the promotion or achievement of the following strategic community outcome(s):
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Contributes
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We are an inclusive city
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ü
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We value, protect and enhance the environment
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ü
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We are a well-planned city
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ü
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We can move around our city easily
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ü
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We are a city that supports business and education
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ü
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7. While approval of
this recommendation itself does not go towards achieving the outcomes, within Attachment
1 it describes how Council contributes to achieving the strategic community
outcomes. All outcomes are covered in this respect.
Options Analysis
8. There are no options
presented in this report. The Committee is able to provide feedback on the
presentation at this meeting.
TE AO MĀORI APPROACH
9. Delivery teams take
a deliberate approach to collaborate and engage with Tangata Whenua as part of
planning projects to ensure we understand Māori views and can reflect this
in our projects using the Te Ao Māori approach.
CLIMATE IMPACT
10. Climate change is a significant
issue that is considered in the business case development of a project or
programme of work, and how projects are delivered. Resilience of the
infrastructure network, impacts of sea level rise and reducing emissions are key
factors that are considered in the scope of projects.
Significance
11. While the capital programme is
a significant function of Council and has a significant impact on the
community. This report does not require any decisions and is not significant in
itself.
Next Steps
12. Updates will be provided on the
progress of the programme on a quarterly basis. The next quarterly update for
progress to the end of September will be presented at the November Committee
meeting.
Attachments
Nil
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Project
Planning & Monitoring Committee meeting Agenda
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17
September 2024
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8.2 Links
Avenue Update
File
Number: A16532669
Author: Karen
Hay, Acting Manager: Safety and Sustainability
Authoriser: Nic
Johansson, General Manager: Infrastructure
Purpose of the Report
1. To provide an outline of
events associated with Links Avenue and current status of the project.
2. To seek early feedback
from Councillors prior to tabling a report on the future of the cul-de-sac
later this year.
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Recommendations
That the Project
Planning & Monitoring Committee:
(a) Receives the report
"Links Avenue Update".
(b) Notes that a report on the
future of the cul-de-sac is to be tabled at the Councils November 2024
meeting.
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Executive Summary
3. In March 2022, a
combination of events resulted in a cul-de-sac being implemented on Links
Avenue to support safety of students.
4. Links
Avenue offers an appealing alternative for traffic to SH2. Turning left from
Links Avenue onto Golf Road to join Hewlett’s Road near Aerodrome
Road, allows drivers to bypass the queues on SH2.
5. Due
to increased traffic volumes and congestion on Links Avenue, bus lanes
were installed to improve travel time for bus users.
6. After
an independent safety review, the bus lanes were removed, and a 24/7 cul-de-sac
was established in March 2022 at the Concorde/Links Avenue intersection.
7. The Links
Avenue Panel was established in October 2022 and were mandated with developing
community-led solutions. Staff wish to acknowledge the dedication,
passion and commitment from the panel. It has been a privilege to work
with them to achieve better outcomes for Links Avenue and its community.
8. The final
initiatives for Links Avenue, completed in June 2024 as part of the road
pavement rehabilitation, were designed to fulfil the objectives set by the
Links Avenue Panel.
9. Staff acknowledges
the lessons learned from working with the panel, noting initial frustrations
due to slow progress and missed milestones. In response, a clear program of
deliverables was established in 2023, with ongoing efforts focused on achieving
the desired outcomes.
10. In July 2024, a
new approach to enable access to and from Links Avenue was implemented.
This approach enables enable residents, visitors or businesses to enter and
leave Links Avenue during restricted times while avoiding the potential for the
road to be used as thoroughfare.
11. The future of the cul-de-sac on
Links Avenue is anticipated to be presented to the Councils November 2024
meeting for consideration.
Background
12. In
2017, Links Avenue saw a rise in traffic volumes from 2,500 to 7,500 vehicles
per day, causing 15-20 minute delays with queues extending between Ascot Road
and the reserve.
13. In 2019, bus lanes were
implemented on Links Avenue, resulting in improved bus journey times of
approximately 3 minutes.
14. In March 2021,a third petition
was submitted, citing concerns that the road was too narrow for the variety of
users and frustration over inadequate responses to these issues. These concerns
were amplified when a student’s bicycle went under a bus
following conflict on the shared path.
15. There is a high level of
active mode use of students accessing three schools in the area with shared
path often congested or blocked in the morning and afternoon peaks.
16. Mount Intermediate has a school
role of 673 combined with Mount Maunganui College and Omanu School that totals
more than 2900 students, of which many use Links Avenue to bike, walk or
scooter to and from school.
17. Council introduced a 24 hour,
seven day a week trial cul-de-sac in early 2022, following an independent
safety review which identified that there was an unacceptable level of risk for
vulnerable users along Links Avenue. These users are predominately school
children that walk and bike to get to and from the schools in the area.
18. The trial reduced traffic and
allowed for the removal of bus lanes. Travel times improved to under 1 minute
in the morning peak and 2-4 minutes in the evening peak.
19. In the meantime, two petitions
were received where drivers wanted to use Links Avenue as its closure
impacted local traffic flows, increased travel times and inconvenience and the
other petitioned against fines being issued.
20. In 2022, 677 responses to
a survey showed strong support for managing traffic during school times,
as detailed in Figure 1
Figure 1: Summary of feedback on restricting traffic on Links Avenue.
21. In October 2022, an independent
community panel, comprising local residents and others not residing on Links
Avenue was established and were mandated to seek community led solutions with
associated budget. The panel aimed to:
(a) create an even safer
environment for Links Ave pedestrians, cyclists and children by changing the
street environment to prioritise these groups, slowing traffic and maintaining
low numbers of vehicles.
(b) easing resident accessibility
to and from Links Ave.
(c) reducing the desirability of
Links Ave as an alternative route for commuter traffic.
(d) collect data on road use, bus
use and on community priorities.
22. The panel expressed frustration
with the slow progress and lengthy timelines in achieving the desired outcomes,
as well as the complexities of navigating Council bureaucracy. Outside of the
panel, tension between various stakeholders and diverse views on the cul-de-sac
and its operation, did make it challenging to strike a balance between a
variety of needs.
23. The panel developed a
three-phased plan, with all short term initiatives implemented, including
pedestrian crossings, protecting of the existing cycle lane, speed tables,
reduced weekday cul-de-sac hours (from 6pm to 4pm), weekend road openings,
speed limit adjustments, rationalisation of bus stops, changes to the Spur
Avenue intersection and electronic signs showing when the bus lane is in
operation.
24. In July 2024, council was able
to further enhance access arrangements using point to point technology
which gives residents and visitors more ways to move around without an
exemption or risk of a fine during restricted hours.
25. Drivers can enter and exit
Links Avenue through the same point at any time. For example, if a driver
enters through Concord Avenue, they can also exit through Concord Avenue. If 15
minutes have passed since entering Links Avenue, drivers are able to exit
through a different point during restricted times.
26. A very unfortunate crash
involving a forklift, sparked concern relating to the protected cycle lane and
that the separators were unsafe. Council is in process of finalising the post
construction snag list and intend adding additional paint on the nose of the
separators and including additional reflectors.
Statutory Context
27. The cul-de-sac operation is
supported by the central government legislative framework called Reshaping
Streets. Council can filter and restrict traffic for the purposes of:
(a) Improving access and
mobility of active mode users e.g. a school street.
(b) To improve the operation of
public transport.
(c) To protect and promote public
health and safety.
STRATEGIC ALIGNMENT
28. This contributes to the
promotion or achievement of the following strategic community outcome(s):
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Contributes
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We are an inclusive city
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☐
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We value, protect and enhance the environment
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☐
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We are a well-planned city
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☐
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We can move around our city easily
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ü
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We are a city that supports business and education
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☐
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29. The Links Avenue project
supports the outcome for people to move around in and with a range of
sustainable transport choices by providing passenger transport connections that
supports economic growth by reducing congestion and travel times and enhances safety
for a range of users of varying abilities and ages, in particular school
students.
Options Analysis
30. Options were discussed
with the Links Ave Panel to seek initial views on proposed
transitional/temporary changes for Links Avenue. Feedback from students
said that the cycle path needed to be protected as people were driving within
the lane.
31. One of the options was
to provide a transitional two-way cycleway between Golf Road and Concorde Road
but would remove all parking along Links Avenue (Figure 2) and have all bus
stops in lane.
32. The removal of all
parking and all in lane bus stops was not acceptable, hence an alternative
option was developed. Transformational (permanent) solutions such as increased
path widths, were not part of the scope of the project and hence the focus on
low-cost interventions.
Figure 2: Artist impression of the option of providing
a two way cycleway between Golf Road and Concorde Avenue.
33. A revised option
was presented to local residents and schools that included planter boxes
between the existing cycleway and traffic lane, noting that the existing cycle
lane is only one direction and does not extend to entire length to Concorde
Road.
34. Feedback on the
proposed plans related to concerns of the planter box maintenance, potential
for vandalism/graffiti and access to properties. Planter boxes were not
progressed as a result.
Figure 3: Artist impression - preferred option for
implementation on Links Avenue.
Financial Considerations
35. Council had allocated a total
of $2M for the improvements on Links Avenue (including establishment of
the trial initially). The total expenditure to date is $1.930M.
Legal Implications / Risks
36. There are no current legal
implications noted. Future risks include the potential for increased congestion
if the cul-de-sac is removed, which could impact bus journey times and overall
safety on Links Avenue. Balancing these concerns with the need for access to
Links Avenue is important.
TE AO MĀORI APPROACH
37. The project is transitional or
temporary in nature. A future business case proposal will include
engagement with mana whenua to ensure cultural considerations are included in
any proposal.
CLIMATE IMPACT
38. The trial of Links Avenue
supports the Councils Climate and Investment plan for transport that includes:
(a) Tauranga residents use a
variety of public transport, walking, biking, and micro-mobility transport
modes and;
(b) supports the Tauranga’s
public transport network which is low-carbon, convenient and well-connected.
Consultation / Engagement
39. Seeking community views on the
cul-de-sac were undertaken in 2022. Focussed consultation on changes to Links
Avenue were undertaken during the course of the project. Prior to installation
of the recent changes on Links Avenue, 779 letters sent to owners and
occupiers in Links Avenue and the plans shared with Mount Intermediate
School and on Council website.
40. Council also heard from both
college students and primary school students in relation the proposal on Links
Avenue who were pleased with the protected cycleway but wanted it to be
extended and widened. Concerns related to vehicles encroaching into the
existing cycleway making it unsafe.
41. Of the seventeen
responses, seven supported the changes and provided feedback into the design.
The remaining either did not support the project (7) or had concerns with
aspects of the proposal (3) such as planter boxes. As a result of feedback, changes
to the design were made.
42. Mount Maunganui
Intermediate preference was to extend the cycleway to Concorde, acknowledging
options will be considered and consulted upon within the context of a wider
business case for the area.
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 .
(c) the capacity of the local authority
to perform its role, and the financial and other costs of doing so.
45. In accordance with the
considerations above, criteria and thresholds in the policy, it is considered
that the matter is of medium significance.
46. While the significance of the
matter is low given this report is an update on Links Avenue, and a
decision will be sought later, it is acknowledged that:
(a) The Links Avenue
community, students the school community and TCC have a high interest in safety
of students. The local community engagement was targeted at those directly
affected to present their views.
(b) The operation of the
cul-de-sac is considered of high interest to Links Avenue and the surrounding
road users. The re-evaluation of the traffic volumes following opening of B2B
is being progressed and will be reported separately.
ENGAGEMENT
47. Taking into consideration the
above assessment, that the matter is of low significance, officers are of the
opinion that no further engagement is required prior to Council deciding on the
future of the cul-de-sac later this year.
Next Steps
48. Council report on the decision
of the cul-de-sac’s future at its November meeting.
Attachments
Nil
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Project
Planning & Monitoring Committee meeting Agenda
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17
September 2024
|
8.3 Outline
Work Programme for Project Planning & Monitoring Committee for the 2024/25
Financial Year
File
Number: A16533283
Author: James
Woodward, Manager: Performance, Monitoring & Assurance
Authoriser: Nic
Johansson, General Manager: Infrastructure
Purpose of the Report
1. To present an
outline work programme to the Project Planning & Monitoring Committee for
the financial year to 30 June 2025 for the Committees information and feedback.
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Recommendations
That the Project
Planning & Monitoring Committee:
(a) Receives the report
"Outline Work Programme for Project Planning & Monitoring Committee
for the 2024/25 Financial Year".
(b) Notes the outline work
programme for the Committee as per Attachment One of this report
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Background
2. Based on the scope
of the Project Planning & Monitoring Committee, a high-level work programme
has been outlined based on the key headings for the remainder of the 2024/25
financial year for this committee.
3. The proposed work
programme for the Committee is outlined in Attachment 1.
4. The proposed work
programme will continually be updated and discussed with the Chair and Deputy
Chair of the Committee on an ongoing basis. It is expected that it will
be reported on a six-monthly basis to the Committee.
STRATEGIC ALIGNMENT
5. This contributes to
the promotion or achievement of the following strategic community outcome(s):
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Contributes
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We are an inclusive city
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ü
|
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We value, protect and enhance the environment
|
ü
|
|
We are a well-planned city
|
ü
|
|
We can move around our city easily
|
ü
|
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We are a city that supports business and education
|
ü
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Collectively,
the matters considered by the Project Planning & Monitoring Committee will
contribute to all the Strategic Community Outcomes.
Legal Implications / Risks
6. There are no legal
or risk matters associated with this report.
TE AO MĀORI APPROACH
7. Individual matters
on the work programme that have a Te Ao Māori impact will be addressed in
those respective reports.
CLIMATE IMPACT
8. Individual matters
on the work programme that have a climate impact will be addressed in those
respective reports.
Consultation / Engagement
9. It is not proposed
that consultation be undertaken on the work programme itself. Matters
will be identified for inclusion in the work programme through a range of
sources including connection with the community. Individual matters on
the work programme will require consultation / engagement, and that will be
addressed in those respective reports.
Significance
10. 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.
11. 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.
(c) the capacity of the local authority
to perform its role, and the financial and other costs of doing so.
12. In accordance with the
considerations above, criteria and thresholds in the policy, it is considered
that the decision is of low significance.
ENGAGEMENT
13. Taking into consideration the
above assessment, that the issue is of low significance, officers are of the
opinion that no further engagement is required prior to Council making a
decision.
Next Steps
14. The outline work programme for
the Committee will continue to be reviewed and updated over time.
Attachments
1. Attachment
1 - Outline Work Programme for Project Planning & Monitoring Committee -
A16641822 ⇩ 
