Agenda of City Delivery Committee meeting

Chairperson	Deputy Mayor Jen Scoular
Deputy chairperson	Cr Kevin Schuler
Members	Cr Hautapu Baker Cr Glen Crowther Cr Rick Curach Cr Steve Morris Cr Marten Rozeboom Cr Rod Taylor Mayor Mahé Drysdale (ex officio) Jacqui Rolleston-Steed - Tangata Whenua Representative
Non-voting members	(if any)
Quorum	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.
Meeting frequency	Six weekly

Role

The role of the Community and Performance Committee is:

· To ensure community involvement in, and support for, Council projects, proposals, initiatives and services.

· To monitor delivery of Council-funded delivery by community-led organisations partnering with, or otherwise contracted to, Council.

· To review and improve public confidence and participation in Council decision making processes.

· 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.

· To monitor the financial and non-financial performance of Council.

· To provide oversight of the Annual Report.

Scope

· Develop a council-wide engagement strategy and monitor, including via community feedback, its implementation and success.

· Develop and review engagement plans for projects, proposals, initiatives and services that the Committee considers significant from a community interest perspective.

· Ensure appropriate and accessible information is available to the community on current and upcoming projects.

· Receive and consider the community’s views on public transport and provide that information to relevant Committees.

· Develop and consider opportunities for Council to partner with the community, organisations, and other agencies to enable good outcomes for the city.

· Lead the development of relationships with community organisations, schools, businesses and other groups to broaden Council’s reach into the community and use of available resources.

· Ensure promotion of the community’s trust and confidence in Council is embedded in Council’s projects, proposals, initiatives and services.

· Where gaps are identified, develop proposals for new projects or services for recommendation to Council for inclusion in future Annual Plan or Long-term Plan processes.

· Receive and consider feedback that is fully representative of the community including, but not limited to, the annual residents’ survey (undertaken in waves).

· Review statements of intent and receive reporting of the Local Government Funding Agency.

· Receive reporting by Mainstreet organisations as appropriate.

· Receive reporting against partnership agreements with key cornerstone organisations (as per the Community Funding Policy) and from other community-led organisations as appropriate.

· Assess options for improving public participation in decision making and make recommendations to Council that will strengthen democratic processes at all levels of the organisation.

· 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 City Future Committee, and the projects managed by Te Manawataki o Te Papa Ltd will be reported, alongside other council-controlled organisation reporting, to Council).

· Review regular financial and non-financial performance reporting, including reporting against strategic outcomes, the Long-term Plan, the Annual Plan, and other strategic and implementation documents (including, for instance, action and investment plans adopted as part of Council’s strategic framework, Our Direction).

· Provide oversight on the preparation of the Annual Report and other external financial reporting required by legislation.

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.

Chairperson and Deputy Chairperson acting as Co-Chairs

· While the Chairperson and Deputy Chairperson of the Committee roles are separately appointed it is the intention that they act as co-chairs.

○ Only one person can chair a meeting at any one time. The person chairing the meeting has the powers of the chairperson as set out in standing orders and has the option to use the casting vote in the case of an equality of votes.

○ The rotation of the meeting chairs is at the discretion of the Chairperson and Deputy Chairperson and subject to their availability, however it is expected that they will alternate chairing meetings when possible.

○ When the Deputy Chairperson is chairing the meeting, the Chairperson will vacate the chair and enable the Deputy Chairperson to chair the meeting. The Chairperson will be able to stay and participate in the meeting unless they declare a conflict of interest in an item, in which case they will not participate or vote on that item.

○ The Chairperson and Deputy Chairperson will attend pre-agenda briefings and split any other duties outside of meetings, e.g. spokesperson for the Committee.

○ The Chairperson and Deputy Chairperson will jointly oversee and co-ordinate all activities of the Committee within their specific terms of reference and delegated authority, providing guidance and direction to all members and liaising with Council staff in setting the content and priorities of meeting agendas.

○ The Chairperson and Deputy Chairperson will be accountable for ensuring that any recommendations from the Committee are considered by the Tauranga City Council.

unconfirmed City Delivery Committee meeting minutes

10 March 2025

MINUTES

City Delivery Committee meeting

Monday, 10 March 2025

Order of Business

1 Opening karakia. 3

2 Apologies. 3

3 Public forum.. 4

3.1 Christine Currie – 7th Avenue Cul-de-sac. 4

4 Acceptance of late items. 4

5 Confidential business to be transferred into the open. 4

6 Change to order of business. 4

7 Declaration of conflicts of interest 4

8 Business. 4

8.1 Priority One Annual Report 2023/2024. 4

8.2 7th Avenue cul-de-sac Post-Implementation Review.. 5

8.3 Mount Maunganui Hot Pools Opening Hours. 6

8.4 Links Avenue Proposal to Conclude the Trial 6

8.5 Mainstreets' Monitoring Report for the Period 1 July to 31 December 2024. 7

8.6 Tauranga Business Chamber - Annual Report for SEBA Funding and Chamber Update. 8

8.7 Six Monthly Treasury Strategy Update. 8

8.8 Half Year Financial Performance Monitoring. 9

8.9 Six-Monthly Non-Financial Performance Report 2024/25. 9

8.10 Tauranga Māori Business Association - Half Year Update. 10

8.14 January 2025 Capital Programme Report 10

8.11 Annual Residents Survey - Wave Two Results. 11

8.14 City Delivery Committee Forward Work Plan 2025. 11

9 Discussion of late items. 11

10 Closing karakia. 11

MINUTES OF Tauranga City Council

City Delivery Committee meeting

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

ON Monday, 10 March 2025 AT 9.30am

MEMBERS PRESENT:

Deputy Mayor Jen Scoular (Chair), Cr Hautapu Baker, Cr Glen Crowther, Cr Rick Curach, Cr Steve Morris, Cr Marten Rozeboom, Cr Kevin Schuler, Cr Rod Taylor, Mayor Mahé Drysdale.

IN ATTENDANCE

Marty Grenfell (Chief Executive), Paul Davidson (Chief Financial Officer), Barbara Dempsey (General Manager: Community Services), Nic Johansson (General Manager: Infrastructure), Alastair McNeil (General Manager: Corporate Services), Sarah Omundsen (General Manager: Regulatory & Compliance), Gareth Wallis (General Manager: City Development & Partnerships), Mike Seaborne (Head of Transport), Alison Law (Manager: Spaces and Places), Jeremy Boase (Manager: Strategy & Corporate Planning), Kathryn Sharplin (Manager: Finance), Tracey Hughes (Financial Insights & Reporting Manager), Susan Braid (Finance Lead Projects Assurance), Karen Hay (Acting Manager Safety and Sustainability), Kendyl Sullivan (City Partnerships Specialist), Amanda Davies (Manager: Spaces and Places Project Outcomes), Lisa Gilmour (City Partnership Specialist), Clare Sullivan (Team Leader Governance Services), Caroline Irvin (Governance Advisor).

EXTERNAL:

Nigel Tutt and Todd Muller, Priority One

Rebecca Busby and Cameron Templer, Greerton Village Community Association

Genevieve Whitson, Mainstreet Tauranga

Harris Williams, Mount Business Association

Julia Manktelow, Papamoa Unlimited (online)

Matt Cowley, Tauranga Business Chamber

Roz Irwin, Tauranga Business Chamber

Timestamps are included beside each of the items and relate to the recording of the meeting held on 10 March 2025 at City Delivery Committee Meeting 10 March 2025.

1 Opening karakia

Deputy Mayor Jen Scoular opened the meeting with a karakia.

2 Apologies

Nil

3 Public forum

TIMESTAMP 4.49

3.1 Christine Currie – 7th Avenue Cul-de-sac

Key Points

· Tenants and customers needed to be able to enter and exit 7^th Avenue from Cameron Road.

· The closing of the road had created a bottle-neck situation and needed to be opened for the sake of everyone on the road.

· Consultation should have taken place about this.

In response to questions

· The issue of opening the road was as important as the parking issue.

· For the owners of a business the entering and exiting from Cameron Road was essential.

· The closure of the access to and from Cameron Road had lowered rents.

4 Acceptance of late items

The Chair advised that two additional, previously signalled attachments to item 8.12 were added to Stellar library and published to the website on Friday, 7 March 2025.

5 Confidential business to be transferred into the open

Nil

6 Change to order of business

Nil

7 Declaration of conflicts of interest

Nil

8 Business

TIMESTAMP 10.05

8.1 Priority One Annual Report 2023/2024

External Nigel Tutt, Chief Executive Priority One

Todd Muller, Chairperson Priority One

Key Points

· Mr Nigel Tutt spoke to a Powerpoint presentation (see attached).

Action

· That staff provide Councillors with the Mayor’s letter to Council-Controlled Orgnaisations/Priority One, requesting a 7% reduction in funding from Council in the upcoming financial year.

Committee Resolution CDC/25/1/1

Moved: Cr Rod Taylor

Seconded: Cr Hautapu Baker

That the City Delivery Committee receives the Priority One Annual Report 2023/24

Carried

Attachments

1 Priority One Annual Report Presentation

TIMESTAMP 40.05

8.2 7th Avenue cul-de-sac Post-Implementation Review

Staff Mike Seaborne, Head of Transport

Nic Johansson, General Manager Infrastructure

Key Points

· The Head of Transport provided the Committee with a summary of the report.

Recommendations

Moved: Cr Martin Rozeboom

Seconded: Cr Hautapu Baker

That the City Delivery Committee:

(a) Receives the report "7th Avenue cul-de-sac Post-Implementation Review ".

(b) Notes the survey responses indicate majority support for retaining the Seventh Avenue cul-de-sac

(c) Notes the survey feedback indicates high interest in increasing parking in the area and provides direction on whether further investigation is required.

(d) Notes the survey feedback indicates interest in changes to Bus lanes/Bus stop and endorses Council providing additional signage to demarcate short term parking on Cameron Road.

(e) Approves Option 1: Do Minimum. By adoption of this report and the survey feedback as satisfying the “engagement” requirement of Committee Resolution PPM3/24/3.

A PROCEDURAL MOTION WAS PROPOSED:

Moved: Cr Glen Crowther

Seconded: Cr Jen Scoular

(a) That the report lie on the table and staff provide Councillors with an updated report

with more options.

In Favour: Crs Jen Scoular (Chair) Glen Crowther, Rick Curach, Steve Morris, Rod Taylor and Mayor Mahé Drysdale

Against: Crs Marten Rozeboom and Kevin Schuler

Abstained: Cr Hautapu Baker

carried 6/2

Committee Resolution CDC/25/1/2

Moved: Cr Glen Crowther

Seconded: Deputy Mayor Jen Scoular

That the City Delivery Committee:

(a) Lets the report lie on the table and that staff provide Councillors with an updated report with more options.

Carried

Reasons for the report to lie on the table:

· More options requested for the 7th Avenue cul-de-sac and associated costs;

· Additional parking on 6th Ave, 7th Ave, and 8th Ave and associated costs; and

· The Communications and Engagement approach needs to be finalised.

At 10.44am the meeting adjourned.

At 10.50am the meeting reconvened.

TIMESTAMP 1.22.52

8.3 Mount Maunganui Hot Pools Opening Hours

Staff Alison Law. Manager: Spaces and Places

Barbara Dempsey, General Manager: Community Services

External Tina Harris-Ririnui, Bay Venues Limited

Action

· That Councillors be provided with robust financial breakdowns in all decision reports.

Committee Resolution CDC/25/1/3

Moved: Mayor Mahé Drysdale

Seconded: Cr Hautapu Baker

That the City Delivery Committee:

(a) Receives the report "Mount Maunganui Hot Pools Opening Hours".

(b) Approves Option 1 of the report, that the Mount Hot Pools weekday opening hours remain at 7am.

Carried

Cr Rod Taylor voted against the resolution.

TIMESTAMP 1.38.15

8.4 Links Avenue Proposal to Conclude the Trial

Staff Karen Hay, Acting Manager Safety and Sustainability

Mike Seaborne, Head of Transport

Nic Johansson, General Manager Infrastructure

Committee Resolution CDC/25/1/4

Moved: Mayor Mahé Drysdale

Seconded: Deputy Mayor Jen Scoular

That the City Delivery Committee:

(a) Receives the report "Links Avenue Proposal to Conclude the Trial".

(b) Approves the conclusion of the Links Avenue trial in line with the current operating model.

(c) Confirms restricted hours are Monday to Friday, 7.30 am - 9am and 2.30pm - 4pm (including public holidays and school holidays). There are no restrictions outside of these hours.

(d) Notes residents and visitors can avoid a fine during the restricted hours by:

(i) Entering and exiting Links Avenue from the same point at any time (e.g. enter Links Avenue through Concord Avenue and exit through Concord Avenue).

(ii) Ensuring at least 15 minutes have passed between entering and exiting Links Avenue from different roads (e.g. enter through Concord Avenue and exit through Golf Road).

Carried

At 11.44am the meeting adjourned.

At 12.05pm the meeting reconvened.

TIMESTAMP 2.40.00

8.5 Mainstreets' Monitoring Report for the Period 1 July to 31 December 2024

Staff Kendyl Sullivan, City Partnerships Specialist

Gareth Wallis, General Manager: City Development & Partnerships

External Each Mainstreet organisation spoke to a PowerPoint presentation (see attached).

1. Greerton Village Community Association – Current Chair Rebecca Busby and incoming Chair Cameron Templer.

2. Mainstreet Tauranga – Genevieve Whitson, Manager.

3. Mount Business Association – Harris Williams, Business Improvement Manager.

4. Papamoa Unlimited – Julia Manktelow, Event Contractor

Committee Resolution CDC/25/1/5

Moved: Deputy Mayor Jen Scoular

Seconded: Cr Rod Taylor

That the City Delivery Committee:

(a) Receives the report "Mainstreets' Monitoring Report for the Period 1 July to 31 December 2024".

(b) Receives the Papamoa Unlimited Report to 31 December 2024.

(d) Receives the Mainstreet Tauranga Report to 31 December 2024.

(e) Receives the Mount Business Association Report to 31 December 2024.

Carried

Attachments

1 Greerton Village Community Association Presentation

2 Mainstreet Tauranga Presentation

3 Mount Business Association Presentation

4 Papamoa Unlimited Presentation

TIMESTAMP 3.23.03

8.6 Tauranga Business Chamber - Annual Report for SEBA Funding and Chamber Update

Staff Lisa Gilmour, City Partnership Specialist

Gareth Wallis, General Manager: City Development & Partnerships

External Matt Cowley, Chief Executive, Tauranga Business Chamber

Roz Irwin, Head of Growth & Innovation, Tauranga Business Chamber

Key Points

· Mr Matt Cowley and Ms Roz Irwin spoke to a PowerPoint presentation (see attached).

Committee Resolution CDC/25/1/6

Moved: Cr Rick Curach

Seconded: Cr Marten Rozeboom

That the City Delivery Committee:

(a) Receives the Tauranga Business Chamber report to Tauranga City Council “2023 / 24 Report”.

Carried

Attachments

1 Tauranga Business Chamber Presentation

TIMESTAMP 3.34.15

8.7 Six Monthly Treasury Strategy Update

Staff Sheree Covell, Treasury & Compliance Finance Manager

Paul Davidson, Chief Financial Officer

Committee Resolution CDC/25/1/7

Moved: Deputy Mayor Jen Scoular

Seconded: Mayor Mahé Drysdale

That the City Delivery Committee:

(a) Receives the report "Six Monthly Treasury Strategy Update ".

(b) Notes that all aspects of the Treasury policy have been met.

Carried

TIMESTAMP 3.43.00

8.8 Half Year Financial Performance Monitoring

Staff Kathryn Sharplin, Manager, Finance

Tracey Hughes, Financial Insights & Reporting Manager

Susan Braid, Finance Lead Projects Assurance

Committee Resolution CDC/25/1/8

Moved: Cr Kevin Schuler

Seconded: Cr Hautapu Baker

That the City Delivery Committee:

(a) Receives the report "Half Year Financial Performance Monitoring".

Carried

At 1.24pm the meeting adjourned.

At 1.52 pm the meeting reconvened.

TIMESTAMP 4.25.00

8.9 Six-Monthly Non-Financial Performance Report 2024/25

Staff Jeremy Boase, Manager: Strategy & Corporate Planning

Nic Johannson, General Manager, Infrastructure

Sarah Omundsen, General Manager: Regulatory & Compliance

Committee Resolution CDC/25/1/9

Moved: Deputy Mayor Jen Scoular

Seconded: Cr Hautapu Baker

That the City Delivery Committee:

(a) Receives the report "Six-Monthly Non-Financial Performance Report 2024/25".

Carried

TIMESTAMP 4.36.40

8.10 Tauranga Māori Business Association - Half Year Update

Staff Gareth Wallis, General Manager: City Development & Partnerships

Committee Resolution CDC/25/1/10

Moved: Cr Hautapu Baker

Seconded: Cr Rod Taylor

That the City Delivery Committee:

(a) Receives the report "Tauranga Māori Business Association - Half Year Update”

Carried

The Chair advised item 8.14 would be taken before item 8.11.

TIMESTAMP 4.38.50

8.14 January 2025 Capital Programme Report

Staff Jeremy Boase, Manager: Strategy & Corporate Planning

Kelvin Hill, Manager: Water Infrastructure Outcomes

Amanda Davies, Manager: Spaces and Places Project Outcomes

Alastair McNeil, General Manager: Corporate Services

Nic Johannson, General Manager, Infrastructure

Actions

· That Cr Scoular be provided with the scope of the five most significant open procurements, being the construction of the Waterfront Central Plaza, Wharewaka Pavilion, Tarikura Drive Upgrade and Traffic Signals Maintenance and Renewals, before the procurement happened.

· That Councillors be provided with information and the work done to date on the re-development of Bay Park.

· That Councillors be provided with information on the three separate improvement budgets, being the Te Manawataki o Te Papa budget, the City Centre Development budget and the Streetscapes budget.

Committee Resolution CDC/25/1/11

Moved: Cr Marten Rozeboom

Seconded: Cr Kevin Schuler

That the City Delivery Committee:

(a) Receives the report "January 2025 Capital Programme Report".

Carried

TIMESTAMP 5.10.30

8.11 Annual Residents Survey - Wave Two Results

Staff Jeremy Boase, Manager: Strategy & Corporate Planning

Committee Resolution CDC/25/1/12

Moved: Deputy Mayor Jen Scoular

Seconded: Mayor Mahé Drysdale

That the Community & Performance Committee:

(a) Receives the report “Annual Residents Survey – Wave Two Results”.

Carried

TIMESTAMP 5.34.38

8.14 City Delivery Committee Forward Work Plan 2025

Staff Alastair McNeil, General Manager: Corporate Services

Committee Resolution CDC/25/1/13

Moved: Deputy Mayor Jen Scoular

Seconded: Mayor Mahé Drysdale

That the City Delivery Committee:

(a) Receives the report "City Delivery Committee Forward Work Plan 2025" and that work continues on the plan to refine it.

Carried

9 Discussion of late items

Nil

10 Closing karakia

Cr Kevin Schuler closed the meeting with a karakia.

The meeting closed at 3.06pm.

The minutes of this meeting were confirmed as a true and correct record at the City Delivery Committee meeting held on 7 April 2025.

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

Deputy Mayor Jen Scoular

CHAIRPERSON

Agenda

9 Business

9.1 Film Bay of Plenty - Update

File Number: A17437819

Author: Lisa Gilmour, City Partnership Specialist

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

Purpose of the Report

1. For Film Bay of Plenty to report to Council on their activities for the period 1 July 2024 to 18 March 2025, and to provide an update on the partnership funding.

Recommendations

That the City Delivery Committee:

(a) Receives the report "Film Bay of Plenty - Update".

Executive Summary

2. Film Bay of Plenty receives funding from Tauranga City Council, via a formal Partnership Agreement, as detailed below:

Period	Amount (excl. GST)
1 July 2024- 30 June 2025	$102,500
1 July 2025- 30 June 2026	$105,011
1 July 2026- 30 June 2027	$107,318
Total	$314,829

3. This funding is granted for Film Bay of Plenty to undertake the delivery of services in support of the development of the film sector in Tauranga.

4. Film Bay of Plenty have provided an update report to Council for the first tranche of funding under the Partnership Agreement. This report reflects the eight-month period July 2024 to March 2025. This report provides information on progress and the scope of work undertaken by the organisation.

5. Film Bay of Plenty are on track to meet the Key Performance Indicators outlined in the Partnership Agreement.

Background

6. Film Bay of Plenty, Ngā Auaha Whakaari o Te Waiariki:

· is a Regional Film Office, with the mission to stimulate regional economic growth by attracting, facilitating, and marketing screen productions; developing the film sector for regional business; and maximising opportunities for regional film professionals; and

· grows, strengthens and supports the screen sector in the Bay of Plenty. This includes film, television, games, animation, high-end TV, branded-content, vloggers/influencers, VFX, immersive tech and marketing and communications.

7. The following Key Performance Indicators are being reported:

Description of Annual Deliverables
Objective	Annual Key Performance Indicators and Targets
Attract and facilitate national and international productions to promote Tauranga and the Bay of Plenty as a film-friendly environment.	· Service a minimum of five national or international enquiries, providing relevant, professional, and high-quality location options and information to their productions. · Support and collaborate with Regional Film Office of NZ (RFONZ) and NZ Film Commission, marketing Tauranga and the Bay of Plenty Internationally. · Facilitate the production of at least one TV mini-series or 1 NZ Feature films that use Tauranga crew and / or Tauranga locations. · Utilise the new regional showreel to promote Tauranga and the Bay of Plenty to the national and international sector. · Attract at least one scout for an international production to the Bay of Plenty, with Tauranga featuring on their itinerary. · Facilitate the profiling of the Bay of Plenty region and industry through quarterly interviews on show tools and Film Bay of Plenty’s social media, with at least 4 of these features to be on Tauranga city centre based practitioners or businesses. · Collaborations with Downtown Tauranga to promote local businesses that could work alongside a screen media production. · Film Bay of Plenty monthly newsletters will include the promotion of screen media events in the Tauranga city centre.
Grow and support local productions.	· Identify and support at least two productions with Tauranga involving local crew or locations that are two strategic steps away from entering production. · Ongoing support for operational use of film app. · Explore innovation in the Film Industry.
Develop our crew base through training and upskilling.	· Run two Masterclass workshops for hand-picked professionals. · Support industry networking nights around the region. · Facilitate placements for Bay of Plenty Crew on productions shooting in the Bay. · Facilitate at least five apprenticeships for entry level crew from Tauranga. · Facilitate at least two attachments for mid-level crew from Tauranga.

8. The Film Bay of Plenty update to Tauranga City Council can be found at Attachment One. This report provides Film Bay of Plenty an opportunity to provide information to Council on the scope and progress of their work.

9. The Partnership Agreement was signed on 23 May 2024 for three years, with the funding amounts detailed below:

Period	Amount (excl. GST)
1 July 2024- 30 June 2025	$102,500
1 July 2025- 30 June 2026	$105,011
1 July 2026- 30 June 2027	$107,318
Total	$314,829

10. Further information about the Film Bay of Plenty can be found here.

11. Their full annual report will be provided to Council soon after 30 June 2025.

Six month report Summary

12. Film Bay of Plenty are on track to meet the Key Performance Indicators outlined in the Partnership Agreement.

Next Steps

13. The City Partnerships Specialist will continue to support Film Bay of Plenty with their Partnership Agreement.

Attachments

1. Film BOP July 2024- March 2025 report - A17729139 ⇩

Agenda

9.2 Local Government Funding Agency - Half Year Report 2024/25

File Number: A17123332

Author: Caroline Lim, CCO Specialist

Kathryn Sharplin, Manager: Finance

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

Purpose of the Report

1. The purpose of this report is for Tauranga City Council to formally receive the Half Year Report 2024/25 from the Local Government Funding Agency (LGFA), regarding its financial and non-financial performance for the 2024/25 financial year, as required by the Local Government Act (2002).

Recommendations

That the City Delivery Committee:

(a) Receives the report "Local Government Funding Agency - Half Year Report 2024/25".

(b) Receives the Local Government Funding Agency’s report on its performance for the six months to 31 December 2024 (Attachment 1), and the Local Government Funding Agency’s Letter to its shareholder members regarding its Half Year Report (Attachment 2).

Executive Summary

2. Tauranga City Council (TCC or Council) has seven Council-controlled Organisations (CCOs) that are required to provide their half year reports to Council regarding their financial and non-financial performance, against the activities, performance measures and financials outlined in their Statements of Intent, and as required by the Local Government Act (2002).

3. TCC’s 7 April 2025 City Delivery Committee meeting is the first suitable meeting for the Half Year Report 2024/25 from LGFA to be formally received.

4. LGFA’s Half Year Report summarises the financial and non-financial performance for the period ended 31 December 2024 and is provided as Attachment 1, with a summary in the main body of this report. The Half Year Report has met the legislative and Statement of Intent requirements as outlined in the Local Government Act (2002),

5. Similar to the annual reports, a CCO’s Half Year Report is a key indicator of how well it is performing. Overall for the six months to 31 December 2024, LGFA has worked hard to ensure they continue to meet the expectations of its shareholders by delivering on the Key Performance Indicators in the Statement of Intent.

Key highlights of LGFA’s Half Year Report as of 31 December 2024:

6. This report confirms LGFA’s strong financial position and its commitment to supporting local government financing needs.

7. Financial performance: LGFA reported a net operating profit of $8.6 million, which is a 65.4% increase from the previous year. Total assets stood at $26.5 billion, with shareholder equity of $120.7 million.

8. Lending: LGFA had loans outstanding to 79 councils and CCO members totalling $22.3 billion. LGFA issued $1.63 billion in NZD bonds.

9. Sustainability: Continued focus on sustainable financing with $401.2 million in Green, Social, and Sustainable Loans, and $3.217 billion in Climate Action Loans.

10. Engagement: Conducted 50 meetings with council and CCO members, and provided guidance on financing water infrastructure and climate-related funding.

Background

Local Government Funding Agency (LGFA)

11. Council holds an 8.3% shareholding in LGFA, which has a total equity of $113 million.

12. The core purpose of LGFA is benefiting communities through delivering efficient financing for the local government sector. The LGFA has 31 shareholder members (including the Government), 77 council members and seven CCO’s members. The LGFA’s 77 members represent all councils except for Chatham Islands District Council.

Summary of LGFA’s performance on its financial and non-financial measures (based on its Half Year Report)

13. The LGFA’s report for the six months to 31 December 2024 was received by Council on 28 February and is included as Attachment 1.

14. Similar to the annual reports, a CCO’s Half Year Report is a key indicator of how well it is performing. Overall for the six months to 31 December 2024, LGFA has worked hard to ensure they meet the Key Performance Indicators set out in the Statement of Intent. As summarised in the LGFA letter to Shareholders (Attachment 2), LGFA continues to meet the expectations of its shareholders by delivering the following:

a) Increased lending to council and CCO members.

b) Financials on track to forecast.

c) A continued focus on sustainability.

d) Working with their stakeholders by conducting 50 meetings with its council and CCO members.

15. LGFA’s focus remains on adding value to the Local Government sector through:

a) Providing cheaper loans.

b) Enabling easier access to markets.

c) Providing reliable financing.

d) Underpinning confidence.

e) Encouraging sustainability.

f) Enhancing capital markets.

g) Being a centre of expertise.

16. LGFA’s progress to date shows all but one of its 21 KPIs have either been met or are on track to be met, with one not currently on track being the number of new Green, Social and Sustainability Loans, and the amount of council lending.

17. LGFA’s financials are in a strong position for the six-month period to 31 December 2024, with a record net operating profit of $8.6 million, which is in line with its SOI forecast and an increase of 65.4% on the 2023 comparable period of $5.2 million.

18. The net operating profit was $142k above budget with total operating income below budget by $14k, and total operating expenses $156k under budget. LGFA is confident it will meet budget by 30 June 2025.

19. The single largest expense for the LGFA is its Approved Issuer Levy payment to the Government – it was $2.54 million as of 31 December 2024 compared to the same time a year ago at $0.54 million. This increase is because LGFA had to source a greater proportion of its borrowing requirement from offshore markets.

20. As of 31 December 2024, LGFA has assets of $26.5 billion and shareholder equity of $120.7 million.

21. As of 31 December 2024, LGFA had loans outstanding to 79 councils and CCO members of $22.3 billion, with lending of $2.1 billion.

22. As of 31 December 2024, LGFA issued $1.63 billion of NZD bonds and outstandings now total $21.14 billion across 11 maturities between 2025 to 2037.

23. LGFA continued to assist the Government and the Local Government Sector with Local Water Done Well. LGFA provided guidance to councils in December 2024 on options for financing water infrastructure, including Water CCOs having access to the same financial products as LGFA member councils.

24. LGFA continued to provide guidance to councils on accessing climate-related funding and green, social and sustainable financing instruments, by appointing a Senior Manager Sustainable Finance to its Sustainability Team, and scheduling a series of Sustainable Finance workshops for its members. In March 2025, this CCO will host four 90-minute sessions as part of its sustainable finance series. LGFA member councils will find these sessions useful when considering their eligibility for the green, social and sustainable lending programme and climate action loans.

25. LGFA’s two sustainable lending products remain well supported by its members – Climate Action Loan (CAL) and Green, Social and Sustainable Loans (GSS). As of 31 December 202, LGFA has undertaken $401.2 million of GSS Loans to six councils and $3.217 billion of CALs to seven councils and CCOs. LGFA’s sustainable loans now comprise 16.9% of its total long-term loans to councils and CCOs.

26. LGFA added two new council-controlled organisations as members over the six-month period to 31 December 2024, bringing the number of members to 77 councils and seven council-controlled organisations.

27. LGFA’s AGM took place on 19 November 2024 in Wellington. Two key things occurred at the annual meeting – a new director, Elena Trout, was appointed (she joins the LGFA Board, which consists of seven directors), and changes to LGFA’s Foundation Policies with regards to a bespoke Net Debt/Total Revenue covenant up to 350% were approved (previously this was at 280%).

28. The financial strength of LGFA was affirmed by Fitch Ratings who maintained this CCO’s domestic currency credit rating at AA+ in October 2024. LGFA’s AAA/AA+ rating from S&P Global Ratings was affirmed in September 2024. Both credit ratings remain the same as the New Zealand Government.

Statutory Context

29. In accordance with the Statement of Intent and the LGA 2002, the LGFA is required to report to Council on its financial and non-financial performance six monthly and annually.

30. The Half Year Report is helpful with tracking how the LGFA is performing for the first six months of the financial year.

31. LGFA also provides quarterly updates (by 31 January, 30 April, 31 July and 31 October each year) and the latest December Quarter 2024 can be accessed via this link: https://youtu.be/aT8AP9O6590.

32. Council’s partnerships with LGFA and its other CCOs help successfully deliver community outcomes and facilitate Tauranga becoming a vibrant city that attracts businesses, people and visitors, is well planned, connected and inclusive.

STRATEGIC ALIGNMENT

33. LGFA contributes to the promotion or achievement of the following strategic community outcome(s):

	Contributes
We are an inclusive city	ü
We value, protect and enhance the environment	ü
We are a well-planned city	ü
We can move around our city easily	ü
We are a city that supports business and education	ü

34. Being part of the 31 shareholder members of LGFA ensures that TCC can continue to leverage optimal financing conditions, which will enable Council to better plan and invest in the future infrastructure of the city.

Options Analysis

35. There are no options as Council is formally receiving the Half Year Report 2024/25 from LGFA.

Financial Considerations

36. There are no specific implications for TCC from this half-yearly result of LGFA. The ongoing strong financial performance of LGFA means Council can continue to borrow at relatively attractive rates and is not at additional risk arising from its guarantor status.

Legal Implications / Risks

37. There are no legal implications.

38. The Half Year Report 2024/25 meets the legislative requirements for the LGFA to provide Council with an overview of performance for the first half of the financial year against its SOI on both financial and non-financial measures.

TE AO MĀORI APPROACH

39. While the Te Ao Māori approach is important, the matters addressed in this report are of a procedural nature.

CLIMATE IMPACT

40. While climate impact is important, the matters addressed in this report are of a procedural nature.

Consultation / Engagement

41. No consultation or engagement is required or planned.

Significance

42. 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.

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

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

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

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

ENGAGEMENT

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

Next Steps

47. LGFA will be informed of Council’s consideration of this report.

48. LGFA’s Half Year Report to 31 December 2024 will be made available via TCC’s website.

Attachments

1. Attachment 1 - LGFA Half Year Report 2024-25 - A17637848 ⇩

2. Attachment 2 - LGFA Letter to shareholders for Half Year Report to December 2024 - A17637835 ⇩

Agenda

9.3 Tauranga City Council Bespoke LGFA Borrowing Covenant and S&P update on Credit Rating

File Number: A17760238

Author: Kathryn Sharplin, Manager: Finance

Sheree Covell, Treasury & Financial Compliance Manager

Authoriser: Kathryn Sharplin, Manager: Finance

Purpose of the Report

1. The purpose of this report is to present the Local Government Funding Agency (LGFA) agreed bespoke borrowing covenant for Tauranga City Council (TCC or Council) and to discuss the conditions and implications of this new covenant.

2. Also presented in this report is the recent Standard and Poors (S&P) review of TCC’s credit rating in the light of its downgrade of the Institutional Framework Assessment (IFA) for Local Government in New Zealand.

3. The report discusses current financial strategy borrowing limits that remain at 280%.

Recommendations

That the City Delivery Committee:

(a) Receives the report "Tauranga City Council Bespoke LGFA Borrowing Covenant and S&P update on Credit Rating".

(b) Notes that the effective borrowing limit from LGFA under the new bespoke covenant is 330% after allowing for debt headroom which is 20% below the maximum covenant level of 350%.

(c) Approves the change to the Liability Management section of the Treasury Policy to recognise the 330% LGFA covenant increase.

(d) Notes one of the conditions of the covenant is to maintain a balanced budget (over 100%) as calculated under the Financial Prudence Regulations. TCC complies with this condition for the draft 2025/26 Annual Plan.

(e) Notes that the LGFA borrowing covenant is higher than Tauranga City Council’s existing limit on borrowing as set in the Financial Strategy to the 2024-34 Long-term Plan which is 280%, and that the draft 2025/26 Annual Plan projects a debt to revenue ratio of 258% which is within Council’s existing borrowing limits.

(f) Agrees that decisions yet to be made on local waters done well and future decisions around the capital programme through the following year’s (2026/27) Annual Plan and the 2027-37 long-term plan will have an impact on future Council decisions regarding its borrowing limit.

Executive Summary

4. Council’s current financial strategy borrowing limit set in the 2024-34 Long-term Plan (LTP) is based on a 280% debt to revenue ratio. This limit was at the maximum level of borrowing under LGFA’s standard borrowing covenants. Council currently remains within this covenant based on the draft 2025/26 Annual Plan, however there is pressure around its debt to revenue ratio over the next few years. Furthermore, a 280% maximum borrowing covenant provides limited debt headroom to address unexpected events, and borrowing capacity has been a significant constraint in developing the capital programme for each year of the LTP.

5. As a growth council wanting to ensure adequate capacity to meet its infrastructure requirements for growth and to provide adequate debt headroom, TCC applied to LGFA for a bespoke covenant at a higher debt to revenue ratio maximum. The application letter and supporting documentation was provided in the 10 February 2025 Council report showing the pressure on the debt to revenue ratio over the projected ten years to 2034. Key graphs are provided below.

6. Council has received approval from LGFA for a bespoke borrowing covenant of up to 350% net debt to revenue ratio, with an effective limit of 330%. This lower effective limit reflects a condition of the covenant that Council retains a minimum of 20% debt headroom.

7. There are five conditions of the covenant which are outlined below, with a significant one for Council’s planning being the need to maintain a balanced budget ratio (revenue/expenditure) of at least 100% as calculated under the Local Government (Financial Reporting and Prudence) Regulations 2014 (prudence regulations).

8. The draft annual plan for 2025/26 has a balanced budget ratio of 101% using the prudence regulations calculation so is compliant with this condition.

9. The LGFA borrowing covenant is higher than Tauranga City Council’s existing limit on borrowing as set in the Financial Strategy to the 2024-34 Long-term Plan and Council has yet to reconsider its financial strategy borrowing limit in the light of the ability to borrow to a higher level under the bespoke covenant. Council’s financial strategy borrowing limit must be considered as part of the 2027-37 Long-term Plan and a change to this could be considered earlier as part of an annual plan process. Future decisions on water service delivery under the Local Water Done Well requirements would also impact the debt and future capital programme of TCC and therefore would influence future consideration of borrowing limits.

10. Standard & Poors (S&P) last week revised down its Institutional Framework Assessment (IFA) for Local Government in New Zealand from extremely predictable and supportive to predictable and well balanced. This resulted in credit rating downgrades for 18 New Zealand Councils. TCC’s credit rating was affirmed at A+ with a negative outlook as S&P consider Tauranga’s credit rating to have sufficient headroom to withstand the IFA downgrade. S&P noted that Tauranga has a sound economy that is stronger than its regional peers and the very strong population growth should ensure increased revenue to help fund its large deficits. A negative watch remains on TCC’s A+ long term rating.

11. S&P will undertake its full review of TCC’s credit rating in May 2025, and the revised covenant along with TCC’s projected debt levels and financials are considered as part of that review.

background to Borrowing Covenant Changes

12. On 9 December 2024 Council decided to apply to the LGFA for a bespoke borrowing covenant based on a debt to revenue ratio at 350% (report 11.15 to 9 December 2024 Council meeting). In the report the risks of breaching current limits were outlined due to changes to assumptions since the Long-term Plan. These changes included bringing Te Manawataki o Te Papa (TMOTP) debt on balance sheet and lower than budgeted NZTA capital subsidies in the next three years which have led to a rephasing of affected capital projects to the later years of the LTP, pending full Council review of the capital programme for the next LTP.

13. On 10 February 2025 Council approved the proposed application letter and supporting documentation (Report 11.3 to 10 February 2025 Council meeting).

14. Graph 1 below shows the debt to revenue ratio arising from the 2025/26 draft Annual Plan and the LTP assumptions for the remaining period (except for the changes outlined in paragraph 12). Based on these assumptions, TCC would breach its existing borrowing covenants by the 2028/29 year. Prior to that, debt headroom would be increasingly reduced. This was a consideration in the application for the bespoke covenant.

15. Graph 2 below shows the debt to revenue ratio in graph 1, broken out separately for three waters and the rest of council.

16. Graph 2 indicates that based on the assumptions outlined in paragraph 12, Council would not require the debt capacity provided by the bespoke covenant if waters debt was divested to a Council controlled organisation (CCO). This is shown by the grey bars which remain below the standard LGFA borrowing limits. However, in the 2027-37 LTP, Council will further consider its infrastructure needs including investment needed to meet population growth requirements.

Graph 1: Debt to Revenue Ratio for the Ten Years

Graph 2: Debt to Revenue ratio separated for Three waters and remaining council

17. The above graphs differ from the graphs provided in the application to LGFA as they have been updated to reflect Annual Plan changes made since February 2026.

18. The application was approved by the LGFA Board on 28 February 2025.

Bespoke Covenant Conditions

19. Council has received approval from LGFA for a bespoke borrowing covenant of up to 350% net debt to revenue ratio, with an effective limit of 330%. This lower effective limit reflects a condition of the covenant that Council retains a minimum of 20% debt headroom. The approval and conditions are included in Attachment 1.

20. There are five conditions of the covenant which are outlined below:

21. 1. 20% headroom must be maintained and incorporated into Council’s Liability Management Policy.

(a) The liability Management Policy is included in Section 5.1 of Council’s Treasury Policy. Section 5.1.5 Borrowing Limits, specifies debt to revenue ratio limits as per the 2024-34 Financial Strategy, which were also the standard LGFA borrowing covenants which are currently 285% for the 2025 financial year and 280% from the 2026 financial year onwards.

(b) In accordance with the condition of the bespoke covenant the Treasury Policy section on Liability Management has been updated to state the new limit on borrowing for TCC will not exceed the effective LGFA covenant limit of 330% (being the LGFA bespoke debt covenant for Tauranga City Council of 350% with minimum 20% debt headroom).

(c) The revised Treasury Policy is included as Attachment 2 for approval by this committee. Changes are reflected in red. It should be noted that Appendix 2 of the policy has also been updated to reflect the change in committee structure.

(d) Compliance with the debt to revenue limit will be reviewed by LGFA based on year end results.

22. 2. A balanced budget position of at least 100% as measured by the balanced budget benchmark.

(a) The balanced budget benchmark set under the prudence regulations is included in Annual and Long-term Plans and presented in the prudence section of the financials. The revenue calculation under Prudence Regulations includes capital subsidies so it differs from the balanced budget summaries that have been provided to Council by staff based solely on operational revenue as identified in TCC’s Statement of Comprehensive Revenue and Expense. Compliance with this condition will be based on the annual plan or LTP financials.

(b) LGFA has noted that unexpected events can occur during the year, such as weather events and year end non-cash accounting adjustments such as WIP and asset write offs which could impact a balanced budget measure. These impacts would therefore not be considered a breach of the condition.

23. 3. No new roading projects that are not funded by NZTA should be undertaken without informing LGFA.

(a) NZTA funding of transport projects is confirmed in three-year cycles and factored into Annual and Long-term Plans. In the case that a project is budgeted for NZTA funding in an annual or long-term plan, but the funding is not approved post adoption, council staff will be required to advise LGFA if council plans to continue with these projects and how they will be funded. NZTA project funding has a significant impact on the debt to revenue ratio as it impacts both revenue (capital grants are included as revenue) and debt.

(b) Council has already proposed in the 2025/26 draft annual plan to undertake expenditure on low-cost low-risk projects even though NZTA funding has been revoked. This is less 10% of the total transportation capital programme. The list of Transport projects that will no longer receive NZTA funding in the draft 2025/26 Annual Plan are detailed in Attachment 4. This information will be sent to LGFA.

24. 4. Monthly management accounts should be provided to LGFA.

(a) Monthly financial performance is currently prepared and presented to the TCC Executive. This will be provided to LGFA going forward.

25. 5. The covenant will be reviewed if waters debt is transferred to a new water CCO.

(a) LGFA views this condition as an opportunity for TCC to restate that the bespoke covenant is still required, or whether a different ratio is required if debt is transferred to a waters CCO. Before any decision could be made by Council on the need to continue with a bespoke covenant, and at what level, Council would need to be in a position to review and prioritise its intended capital programme into the future alongside its revenue and expenditure. This review would best occur as part of developing the 2027-37 LTP.

CREDIT RATING agency outlook

26. Standard and Poors (S&P) has recently revised down the Institutional Framework Assessment (IFA) for Local Government in New Zealand from extremely predictable and supportive to predictable and well balanced. This resulted in credit rating downgrades for 18 New Zealand Councils.

27. TCC’s credit rating was reviewed during this process but was not changed as S&P consider that there is sufficient headroom, on the current rating to withstand the IFA downgrade. S&P noted that Tauranga has a sound economy that is stronger than its regional peers and the very strong population growth should ensure increased revenue to help fund its large deficits. A negative watch remains on TCC’s A+ long term rating. Attachment 3 is a report from Standard & Poors affirming Tauranga City Council’s credit rating at A+ with a negative outlook.

28. Council’s rating is subject to a full review in May 2025, during which impact of the IFA will be considered again at that time as well as the revised debt covenant and its implications for our projected debt levels. Results from annual credit reviews generally take around three months to be released.

Options Analysis

29. There are no options presented in this report as the decision to apply for bespoke covenants was made by Council in December 2024. This report provides updated information regarding matters associated with Council borrowing limits and credit rating.

Financial Considerations

30. The bespoke covenant provides additional debt headroom and mitigates the risk that some of the revenue sources assumed for the draft annual plan, e.g. subsidies, may not be received within assumed timeframes. The increased borrowing capacity allowed under the new covenant provides an opportunity for Council to consider earlier or higher levels of capital investment related to growth which can be considered during annual planning or long- term planning processes.

31. Council’s credit rating could be reduced if debt increases above LTP levels without adequate additional revenue associated with it.

29. If TCC’s credit rating is downgraded at the next annual review there is no immediate additional borrowing cost based on current LGFA borrowing margins because margins currently applying for TCC apply to all investment grade ratings.

Legal Implications / Risks

32. There are no direct implications arising from consideration of priorities and borrowing Significance

33. 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.

34. 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.

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

ENGAGEMENT

36. 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.

37. Engagement with the community will occur when a decision is made to increase any borrowing limits in future annual or long-term plans.

Next Steps

38. 2025/26 Annual Plan debt will continue to be measured against the current financial strategy limits until a decision is made to change debt limits to reflect the bespoke debt covenants.

39. Finance staff will provide the relevant information to LGFA from March 2025 to ensure the conditions are met.

Attachments

1. Attachment 1 - Bespoke Borrowing Limits - LGFA Borrowing Covenants Letter - A17759414 ⇩

2. Attachment 2 - Bespoke Borrowing Limits Report - Updated Treasury Policy - A17782157 ⇩

3. Attachment 3 - Bespoke Borrowing Limits Report - Standard & Poors Publication on Institutional Framework Settings - A17764587 ⇩

4. Attachment 4 - Bespoke Borrowing Limits - Transportation Funding Material Provided to LGFA - A17794297 ⇩

Agenda

9.4 Local Government Funding Agency - Draft Statement of Intent 2025/28 and Letter of Expectations 2025/26

File Number: A17123318

Author: Caroline Lim, CCO Specialist

Kathryn Sharplin, Manager: Finance

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

Purpose of the Report

1. The purpose of this report is for Tauranga City Council to formally receive the Local Government Funding Agency’s (LGFA) draft Statement of Intent for 2025/28 and Letter of Expectations for 2025/26.

Recommendations

That the City Delivery Committee:

(a) Receives the report "Local Government Funding Agency - Draft Statement of Intent 2025/28 and Letter of Expectations 2025/26".

(b) Receives the Local Government Funding Agency’s draft Statement of Intent 2025/28 (Attachment 1).

(c) Receives the Local Government Funding Agency Shareholders’ Council Letter of Expectations 2025/26 to the Local Government Funding Agency Board (Attachment 2).

(d) Receives the Local Government Funding Agency’s Letter to its Shareholders on its draft Statement of Intent 2025/28 (Attachment 3).

(e) Notes that Tauranga City Council may provide feedback on the draft Statement of Intent either directly to LGFA, or through the Shareholders Council if there are matters it would like to be considered before the Statement of Intent is finalised.

Executive Summary

2. Tauranga City Council (TCC or Council) is one of 31 shareholders of the Local Government Funding Agency (LGFA). LGFA is required by the Local Government Act (2002) to prepare a draft Statement of Intent (SOI) and provide a copy to each of its shareholders by 1 March each year.

3. TCC’s 7 April 2025 City Delivery Committee meeting is the first suitable meeting for LGFA’s draft SOI 2025/28 and Letter of Expectations (LOE) 2025/26, to be formally received

4. Feedback on the draft SOI or expectations for the LGFA Board, will be provided to the Board by 1 May 2025, by the LGFA Shareholders’ Council. As TCC is one of 31 shareholder members of LGFA, it is not expected that Council provides LGFA with a letter of expectations or provides direct feedback to LGFA on its draft SOI. However, if there are specific matters Council would like to raise, LGFA would welcome either direct feedback or feedback through the Shareholders Council of which TCC is currently a member.

5. LGFA’s SOI has met the statutory requirements as outlined in the Local Government Act (Part 5, Section 64, Schedule 8).

6. The draft SOI (Attachment 1) has been assessed against the LOE (Attachment 2). Overall: LGFA’s draft SOI 2025/28 remains focused on continuing to deliver its core purpose of providing relatively low cost debt to the sector, remaining profitable and sustainable, and assisting councils to implement Local Water Done Well.

7. LGFA aims to continue to deliver strong stakeholder engagement, meeting the financial targets and monitoring the credit quality of the Local Government sector.

8. The draft SOI has been accompanied by a Letter to its Shareholders by LGFA explaining the KPIs and financial projections over the next three years, including on the Local Water Done Well Reform (Attachment 3).

9. LGFA’s final SOI 2025/28 will be provided to Council by 30 June 2025 and received at the City Delivery Committee meeting on 22 July 2025.

Background

10. Tauranga City Council (TCC or Council) is one of 31 shareholders of the LGFA. LGFA is required by the Local Government Act (2002) to prepare a draft SOI and provide a copy to each of its shareholders by 1 March each year.

11. Council holds an 8.3% shareholding in LGFA, which has a total equity of $113 million.

12. Feedback on the draft SOI or expectations for the LGFA Board, will be provided to the Board by 1 May 2025, by the LGFA Shareholders’ Council. The Shareholders’ Council is the body that has been created to monitor accountability and performance. It comprises of five to ten appointees from the Council Shareholders and the Government. As TCC is one of 31 shareholder members of LGFA, it is not expected that Council provides LGFA with LOEs or make direct feedback to this CCO’s draft SOIs. However, it could provide direct feedback if Council chooses or suggest matters to be considered by the shareholders council of which TCC is currently a member.

13. The core purpose of LGFA is benefiting communities through delivering efficient financing for the Local Government sector. The LGFA has 31 shareholder members (including the Government), 77 council members and five CCOs members. The LGFA’s 77 members represent all councils except for Chatham Islands District Council.

Letter of Expectations 2025/26

14. On 29 November 2024, the LGFA Shareholders’ Council provided a LOE (Attachment 2) to the LGFA Board, outlining the shareholders’ expectations for the 2025/26 financial year.

15. The expectations for the LGFA Board are:

a) prepare for the Government’s reset of the local government system including impending changes to the Local Government Act 2002, which aim to “refocus local government on providing good-quality core services and infrastructure in a manner that is more cost effective for ratepayers”;

b) review existing work programmes to ensure it remains focussed on its core activities;

c) develop robust succession plans for its directors and staff;

d) balance the need for LGFA directors being fairly remunerated for the work they undertake and risks they bear, while ensuring they do not lose sight of the public service element;

e) reduce the cost pressure of the maturity mismatch between LGFA’s bond issuance and loans to councils;

f) undertake rigorous due diligence with analysis of potential costs, risks and benefits and opportunities as progress on water reforms is achieved, recognising shareholders’ relatively low risk appetite with this reform; and

g) include a clear statement of LGFA’s emissions reduction target and pathways towards meeting this target.

Draft SOI 2025/28

16. LGFA’s draft SOI is provided as Attachment 1 and was received on 28 February 2025, and has been assessed against the LOE, provided as Attachment 2.

17. LGFA’s financial forecast over the next three years:

Forecast	FY26	FY27	FY28	Comment
Net Operating Profit	$23.5 million	$19.7 million	$23.4 million	This CCO has also provided forecasts on its financial position and ratios across the three financial years (pages 11-12).
Council loans (short- and long-term)	$24.8 billion	$26.8 billion	$28.5 billion	Lower compared to last year’s SOI.
Gross Bond Issuance Programme	$5.1 billion	$5 billion	$5 billion	Based upon term gross lending to councils.
Based upon term gross lending to councils	$4.9 billion	$6.1 billion	$6 billion
Issuance and Operating Expenses including Approved Issuer Levy (AIL)	$1.9 million higher	$4.2 million higher		Compared to the previous SOI. This is due to increased AIL paid to the Government on its increased foreign currency issuance. AIL is expected to be this CCO’s largest expense as it borrows more in offshore markets over the three-year forecast period.

18. LGFA’s financial forecast on the Local Water Done Well Reform is on track:

a) LGFA will provide financing to support water CCOs being established under this reform more in FY2026/27 and FY2027/28, once the reform has been implemented, rather than FY2025/26.

b) LGFA notes that there is a high level of uncertainty regarding the financial forecasts for both council borrowing and LGFA bond issuance. This is because of the uncertainty relating to the timing of the establishment of water CCOs and the impact on councils.

c) LGFA will provide lending to the proposed water CCOs if they meet its qualifying criteria for membership.

d) LGFA will not be lending to financially independent CCOs as they are unlikely to meet the qualifying criteria.

e) No final decisions have been made regarding the transfer mechanism for assets, liabilities and revenue from councils to the proposed water CCOs.

19. LGFA has set a total of 20 KPIs in the following areas (pages 5-10), similar to the previous SOI:

a) Governance, capability and business practice – four KPIs.

b) Optimising financing services for local government – four KPIs.

c) Environmental and social responsibility – seven KPIs.

d) Effective management of loans – two KPIs.

e) Industry leadership and engagement – three KPIs.

20. LGFA is committed to demonstrating best practice corporate governance by setting and modelling high standards of ethical behaviours, performing against its KPIs, providing value for money to its members, and being a good employer.

21. LGFA is committed to delivering operational best practice and efficiency for lending services, offering flexible short- and long-term lending products that meet the borrowing requirements for borrowers, and ensuring certainty of access to debt markets.

22. LGFA is committed to assisting the Local Government sector in achieving their sustainability and climate change objectives through the Green, Social and Sustainability and Climate Action Loans.

23. In turn, the LGFA is committed to improving sustainability outcomes within its own organisation by reducing its carbon emissions, increasing resilience to climate change and managing climate-related risks and opportunities.

24. LGFA is committed to managing loans in an effective manner by proactively monitoring and reviewing each participating borrower’s financial position, meeting each participating borrower annually, including meeting with elected officials as required and if requested, and ensuring a smooth transition of water-related loans if the Local Water Done Well Reforms progresses over the forecast period.

25. LGFA is committed to being the industry leader by taking a proactive role to enhance the financial strength and depth of the Local Government debt market and work with key Central Government and Local Government stakeholders on sector and individual council issues.

26. LGFA is committed to supporting the Local Government sector with the transition to the Local Water Done Well Reforms by assisting with the development options for the Water Services Delivery Plans, communicating its requirements, loan pricing guidance, implementation considerations and views on best practice.

Statutory Context

27. The SOI is one of LGFA’s key governance and planning documents. Engaging with LGFA throughout the development of its annual SOI is one of the main ways TCC as part of the 31 shareholder members can influence this CCO.

STRATEGIC ALIGNMENT

28. LGFA contributes to the promotion or achievement of the following strategic community outcome(s):

	Contributes
We are an inclusive city	ü
We value, protect and enhance the environment	ü
We are a well-planned city	ü
We can move around our city easily	ü
We are a city that supports business and education	ü

29. Being part of the 31 shareholder members of LGFA ensures that TCC can continue to leverage optimal financing conditions, which will enable Council to better plan and invest in the future infrastructure of the city.

Options Analysis

30. There are no options as Council is formally receiving the draft SOI 2025/28, the Letter of Expectations 2025/28 and the Letter to LGFA’s Shareholders on its draft SOI.

Financial Considerations

31. The LGFA has included financial forecasts for the FY2025/26, FY2026/27 and FY2027/28, in its draft SOI 2025/28.

Legal Implications / Risks

32. There are no legal implications.

33. The draft SOI 2025/28 meets the legislative requirements for the LGFA to provide Council with an overview of its activities, performance measures and financials across the three-year period of 2025/28.

TE AO MĀORI APPROACH

34. While the Te Ao Māori approach is important, the matters addressed in this report are of a procedural nature.

CLIMATE IMPACT

35. While climate impact is important, the matters addressed in this report are of a procedural nature.

Consultation / Engagement

36. It is not required or expected to consult on a SOI under the Local Government Act.

Significance

37. 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.

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

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

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

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

ENGAGEMENT

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

Next Steps

41. LGFA will be informed of TCC’s consideration of this report.

42. The final SOI 2025/28 is to be provided to Council by 30 June 2025, and will be formally received at the City Dellivery Committee on 22 July 2025.

43. The final SOI 2025/28 will be made available via TCC’s website.

Attachments

1. Attachment 1 - LGFA Draft Statement of Intent 2025-2028 - A17638352 ⇩

2. Attachment 2 - LGFA Shareholders' Council Letter of Expectations 2025-26 - A17638359 ⇩

3. Attachment 3 - LGFA Letter to its Shareholders to accompany Draft Statement of Intent 2025-28 - A17638366 ⇩

Agenda

9.5 Annual Residents Survey - Wave Three Results

File Number: A17658874

Author: Josh Logan, Team Leader: Corporate Planning

Holly Allison, Corporate Planner

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

Purpose of the Report

1. The purpose of this report is to provide an overview of the results from the Annual Residents Survey for the third quarter of 2024/25 (wave three).

Recommendations

That the City Delivery Committee:

(a) Receives the report "Annual Residents Survey - Wave Three Results".

Executive Summary

2. Each year, Council seeks feedback from its residents regarding their perception on various aspects of Council-provided services and initiatives. This survey is carried out over four waves during the year and is collated into an annual report.

3. This report, to support the material in Attachment 1, provides a high-level summary of the wave three results of the Annual Residents Survey.

4. Table 1 outlines the summary key performance indicators, with significant positive differences from 2023/24 shown in overall performance, roads and footpaths, waste management, and core service deliverables.

Measure	2023/24 Result	2024/25 YTD Result	Trend vs previous year
Overall performance	34%	45%	5
Overall reputation	26%	26%	=
Overall value for money	34%	31%	6
Overall core services deliverables	54%	62%	5
Overall water management	56%	58%	5
Overall road and footpaths	35%	50%	5
Overall waste management	68%	77%	5
Overall outdoor spaces	71%	75%	5
Overall public facilities	70%	71%	5

Table 1: 2024/25 year-to-date results compared to previous year.

Background

5. The Annual Residents Survey forms part of a wider set of information we have around engagement with the Tauranga community and their wants, needs, and perceptions of Council and of Tauranga as a place to live.

6. Survey results help Council staff assess the performance of Council against a set of pre-determined actions and performance levels, including those outlined in the Long-Term Plan.

7. Using a post-to-online method, 152 surveys have been undertaken with Tauranga City residents during this third wave. An invitation letter, containing an embedded link to an online survey, was sent to a random selection of residents sourced from the Electoral Roll, with a subsequent reminder follow up.

8. Wave three fieldwork was conducted from 1 February 2025 - 07 March 2025.

Discussion

9. A high-level view of the responses received to date and how they compared to previous years is presented in this report. It is important to note that as the full year survey has not yet been completed, these results are indicative and do not meet the threshold of statistical relevance to be reflective of the views of the whole city.

10. Further information on each of the overall sections and the measures within, along with a summary of the verbatim comments, are included in the report attached as Attachment 1.

RATES, RENT, AND LIVING AFFORABILITY

11. On 9 December 2024, Council resolved to add additional questions on household rates affordability, rental affordability, and the cost of living in Tauranga to the Annual Residents Survey. This work has been completed and was added to the survey for wave three. The first results are made available below. It should be noted that the rental question was asked of a small sample size, indicated by the red asterisk (*).

Measure	Satisfied	Neutral	Dissatisfied	Sample
Rates in Tauranga are affordable for my household	23%	33%	44%	110
Rent in Tauranga is affordable for my household	2%	33%	65%	22*
The cost of living in Tauranga is affordable for my household	18%	26%	56%	142

Table 2: Additional questions on household rates - Wave 3

COMPARISON TO PREVIOUS YEARS

12. To provide the Council with a performance comparison YTD against the last two full-term elected Councils, a summary of the high-level survey results for the 2024/25 YTD is presented in the tables below. This responds to an elected member request from a previous Committee meeting. Also for comparative purposes is a comparison of the average result from 2015/16 to 2018/19 and how the current results compare year to date. (Refer graphs below and the attachment for information on the wave results over the past 5 years).

	13/14 Result	14/15 Result	15/16 Result	16/17 Result	17/18 Result	18/19 Result	Avg 15/16-18/19	24/25 YTD Result	Trend
Overall performance	65%	67%	75%	74%	73%	66%	72%	45%	6
Overall reputation	-	-	55%	51%	53%	44%	51%	26%	6
Overall value for money	-	-	59%	57%	58%	48%	56%	31%	6
Overall core services deliverables	-	-	79%	79%	73%	71%	76%	62%	6
Overall water management	-	-	65%	68%	67%	64%	66%	58%	6
Overall road and footpaths	-	-	76%	68%	63%	56%	66%	50%	6
Overall waste management	-	-	75%	75%	61%	66%	69%	77%	5
Overall outdoor spaces	-	-	83%	86%	82%	81%	83%	75%	6
Overall public facilities	-	-	76%	79%	78%	73%	77%	71%	6

Table 3: 2024/25 year-to-date results compared to previous years.

Figure 1: 24/25 YTD results compared for 15/16-18/19 years average

Measures of Interest

13. The 2023/24 full year report highlighted three areas of council performance as measures that have the highest impact on residents’ overall perception of the Council combined with relatively low performance. The results for wave three for these areas are discussed below and in the attached report.

14. The below graphs used are XmR (Moving Range) charts. An XmR is a type of control chart used in process improvement and statistical analysis to monitor the variation in a single data series over time. The charts below track individual data points, showing how each measurement compares to the overall average and upper and lower control limits (shaded blue area), which define the expected range of natural variation. The XmR chart helps identify trends, shifts, or unusual variations in a process, making it useful for detecting changes and ensuring that processes remain stable and predictable.

TRUST AND CONFIDENCE

15. The XmR Charts demonstrate that trust and confidence has remained steady in comparison to the previous three years and remains above the significant drop in trust and confidence in 2020/21. With the additional of the third wave results a slight drop is seen in the 2024/25 YTD figure, remaining just below the centre line.

16. In the verbatim comments, residents expressed that the Council has a poor reputation, citing past decisions and actions that have eroded trust. There is a perception of financial mismanagement, with concerns about wasteful spending on unnecessary projects. There is an indication that residents feel that their concerns are not being heard and that decisions are made without adequate consultation or transparency. Additionally, some believe that the Council is overly influenced by developers and financial interests, further damaging its reputation.

17. Despite the negative views, there is some hope that the new Council members will be able to improve the situation. Residents are cautiously optimistic and are looking forward to seeing concrete actions that demonstrate a commitment to better governance and community engagement. Some residents appreciated the work of the Commissioners and believe that the new Council has the potential to rebuild trust through more transparent and accountable leadership.

Figure 2: Trust and Confidence Year to Date (YTD)

Figure 3: Trust and Confidence by Wave

QUALITY OF SERVICES

18. The XmR Charts below demonstrate that satisfaction levels with quality of services have remained relatively steady since 2019, fluctuating between 40 and 55%. In comparison to the previous year, we had seen an increase YTD which is close to the results experienced in 2019/20. This has dipped slightly with wave three results, however remains above the centre line at 47%.

19. In the verbatim comments, there are concerns about the quality of infrastructure, particularly roads and traffic management, with issues like inadequate traffic controls and poor maintenance being highlighted. The lack of adequate public transport options and dissatisfaction with recycling and waste management services are also major points of criticism. Parking availability, especially at the Historic Village and in the city centre, is seen as insufficient and affecting local businesses.

20. Some residents praised the attention to outdoor facilities and the helpfulness of Council staff. There is appreciation for the existing community amenities, and suggestions for new facilities like a botanical garden indicate a desire to enhance the city's attractiveness. The hope for more community facilities, such as a public swimming pool in Papamoa and outdoor facilities for young people at Papamoa Beach, reflects a positive outlook on improving the quality of life in Tauranga.

Figure 4: Quality of Services Year to Date (YTD)

Figure 5: Quality of Services by Wave

ANNUAL RATES ARE FAIR AND REASONABLE

21. The XmR Charts below demonstrate that satisfaction levels with annual rates being fair and reasonable has continued to decline year on year since 2018/19.

22. In the verbatim comments, residents expressed frustration with high rates, feeling that they do not receive good value for the money they pay. There are concerns about wasteful spending on unnecessary projects, such as the museum and the upgrade of the “Tauranga City Swimming Pool”. Financial mismanagement and lack of accountability are recurring themes, with residents calling for more transparency and independent reviews of Council spending. The high cost of living and inflation are also significant issues, with residents struggling to afford the increasing rates. Some residents feeling that they are paying for services they do not use. Suggestions include aligning charges more closely with actual usage and ensuring that rates are fair for all residents, including those on limited incomes. There are also specific concerns about the impact of rates on older residents with limited incomes and the need for more emphasis on core duties and essential services. Additionally, there is dissatisfaction and misunderstanding of the differences between Tauranga City Council, Western Bay District Council, and Regional Council rates, as well as the perceived inefficiency of public transport and other services funded by rates.

23. Some residents appreciate the discount for low-income earners (rates rebates) and are satisfied with the current water rates. There are suggestions for increasing rates to provide more services, indicating a willingness to pay more for better amenities and infrastructure. Additionally, some residents acknowledge that services are generally good, despite concerns about affordability.

Figure 6: Annual Rates are Fair and Reasonable Year to Date (YTD)

Figure 7: Annual Rates are Fair and Reasonable by Wave

Statutory Context

24. The Annual Residents Survey allows effective monitoring of performance and insights to be gained to inform future planning.

Options Analysis

25. There are no options associated with this report. The report is provided as information only.

Financial Considerations

26. There are no financial implications or risks associated with this report.

Legal Implications / Risks

27. There are no legal implications or risks associated with this report.

Consultation / Engagement

28. This report is made public.

Significance

29. 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.

30. 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.

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

ENGAGEMENT

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

Next Steps

33. The next wave (wave four) for 2024/25 is due to be collected between April and June 2025 with the final Annual Residents Survey to be reported in August 2025.

Attachments

1. Annual Residents Survey 24/25 Wave 3 Performance Report - A17658927 ⇩

Agenda

9.6 Play Space Investment Prioritisation for FY25-26

File Number: A17252759

Author: Sonya McCall, Open Space & Community Facilities Planner

Ross Hudson, Manager: Strategic Planning and Partnerships, Spaces and Places

Authoriser: Barbara Dempsey, General Manager: Community Services

Purpose of the Report

1. For the City Delivery Committee to consider the proposed prioritisation of investment in and engagement on play spaces.

Recommendations

That the City Delivery Committee:

(a) Receives the report "Play Space Investment Prioritisation for FY25-26".

(b) Agrees the Financial Year 2026 play investment programme, which allocates existing budgets, and approves engagement to commence following adoption of the Annual Plan 2026.

(c) Endorses the Financial Year 2027 play investment programme, which allocates existing budgets, pending Annual Plan 2027, to enable engagement to commence.

Executive Summary

2. Spaces and Places manages capital budgets (renewals and upgrades) for maintaining and making improvements to play spaces across the city. This report outlines the logic for the prioritisation of projects within these budgets.

3. There are many ways play and active recreation benefit individuals and communities. Play is a vital part of children’s physical and cognitive development. It helps them build fundamental movement skills, social and emotional connections, resilience and independence. Play provides opportunities for people to connect with nature and the environment, is a vehicle to build connections within the community and a sense of ‘home’, and people being out in the community, having fun and being active contributes to a vibrant community.

4. We are seeking to enable or increase participation by providing easily accessible opportunities for informal play and active recreation. We are progressively delivering a play network that provides a diversity of play experiences sought by tamariki, rangatahi and whanau. We are improving the accessibility of the reserve network, and providing places for all ages, abilities and backgrounds. We also endeavour to ensure that reserves cater to and provide for more of our community than solely playground users.

5. We have been hearing from the community that they want more/better play areas, amenity improvements (such as shade), equipment for youth and adults such as outdoor gyms and skate ramps/parks and basketball courts (or half courts).

6. There are 120 playgrounds across the city. 34 of these playgrounds have aging assets, and it is proposed to upgrade 10 of these over the next 3-4 years. By proactively identifying playgrounds that have a renewal upcoming, we can undertake a holistic upgrade to the reserve alongside the renewals, to ensure the reserves meet the current expectations and requirements of our diverse communities, such as providing for accessibility.

7. Across Tauranga’s reserves, there are there 7 skate parks, 4 pump tracks, 14 locations with public basketball courts/hoops and 2 locations with outdoor exercise equipment.

8. The proposed prioritisation has looked at the distribution of play experiences across the city, taking a holistic view of the network to consider equitable distribution, and identifying potential gaps. In determining which play spaces to prioritise going forward, a range of factors have been considered, including:

a. feedback received from the community,

b. asset age and condition,

c. gaps in level of service,

d. geographical distribution (including recent play investment in the area, the distribution of scale and quality of play experiences)

e. the demographics of the community (age and deprivation index); and

f. other known context such as wider planning and site readiness for development.

9. The recommended programme delivers:

a. Enhancements to reserves with existing playgrounds.

b. New playgrounds that fill gaps in playground distribution across the city.

c. Non-playground play facilities (e.g. skate parks, basketball hoops, exercise equipment)

10. The recommended programme to support play is:

	Financial Year 2026 (1 July 2025 – 30 June 2026)	Financial Year 2027 (1 July 2026 – 30 June 2027)
Neighbourhood play Spaces & reserves	· Allan McBride Reserve, Gate Pa · Haukore Street Reserve, Hairini · Kiriwehi Reserve, The Lakes (engagement commenced) · Surrey Grove Reserve, Merivale	· Hastings Road (Neighbourhood Reserve 13) · Lees Park, Brookfield · Maungatapu · Parkdale Park, Papamoa
Larger playgrounds and other types of play spaces	· Carlton Reserve skatepark renewal & upgrade (subject to feasibility) · Hopukiore Mount Drury Reserve, Mount Maunganui (engagement commenced) · Outdoor exercise equipment and other small scale informal play opportunities · Seventeenth Avenue - concrete pad activation (potentially, multipurpose – e.g basketball/bike)	· Basketball half court - Brookfield potentially Lees Park) · Simpson Reserve, Papamoa · Sydenham Botanical Park, Brookfield (relationship with planning for Lees Park)
Planning and engagement for delivery the following year	· Papamoa destination playground (proposed Simpson Reserve playground) · Brookfield (Lees Park / Sydenham Botanical Park) · Maungatapu · Parkdale	· Moa Park, Mount Maunganui · Greerton Maarawaewae

A map of a city

AI-generated content may be incorrect.

Figure 1 - Proposed site locations

11. Various techniques will be utilised to ensure genuine and appropriate community engagement is undertaken, with a key focus on children and young people. The level and scope of engagement will be tailored to the scale and complexity of each project. Where the proposal is for a significant upgrade to the site, or where further community input is required to define the scope – a two-stage engagement process will be undertaken, beginning with early ‘blue sky’ opportunities for broad community input, followed by concept design engagement. For projects with a narrower scope, such as local neighbourhood playgrounds renewals and reserve enhancements, a single-stage engagement process will be implemented, with opportunities for input followed by a final design update. There will be opportunities for ward councillors to be involved in engagement activities. Mana whenua perspectives will also be sought.

12. Pending finalisation of the Annual Plan, $4.1m has been allocated to the programme in 2025/26 from existing neighbourhood reserve renewal and upgrade budgets, with a further $4.5m allocated in 2026/27 and similar sums provisionally allocated across the Long Term Plan.

Background

13. On 15 October 2024, the Community, Transparency and Engagement Committee received a report “Engagement on Five Playground and Reserve Enhancement Projects”. Members of that Committee approved the engagement approach and the progression of those projects. That Committee also requested the opportunity to review the approach to the prioritisation of the playground programme and requested that this be brought for consideration for FY26 onwards.

14. On 20 March 2025, the City Delivery Committee held a workshop on approach to prioritisation of investment in play and the proposed programme.

15. For the purposes of this report, ‘play spaces’ specifically includes, but is not limited to, playgrounds and informal outdoor recreation facilities including skate parks, pump tracks, pathways, basketball hoops and outdoor exercise equipment.

Community voice

16. Recent park user intercept surveys found that people are more satisfied, travel further and spend longer at larger playgrounds, but people visit the smaller local play spaces more regularly. Of the smaller local play spaces, people are more satisfied and spend longer at the recently upgraded reserves than the much older playgrounds. Many children would like to see more fun, games, playground, skateparks and bike tracks.

17. From previous and recent community engagement opportunities, we know that community wants:

a. More, and bigger and better playgrounds with more equipment, including equipment for younger (0-5 years) and older (10+ years) children, experiences like big slides and flying foxes, and challenging experiences such as obstacle courses.

b. Specific play facilities: skate ramps/parks, basketball courts (or half courts).

c. Opportunities for wheeled activities (e.g., cycle track, pump track, BMX track, skateboard bowl) and bike racks.

d. Equipment for youth and adults such as outdoor gyms.

e. Places for families to gather (e.g., picnic areas, BBQs).

f. Amenities improvements are desired in existing play spaces such as: shade (trees and/or artificial), accessibility, BBQs, water fountains, seating, and picnic tables and toilet, Fenced spaces – accessibility request for playground users with younger children or children who run.

Statutory Context

18. Council’s level of service for play is contained within the Open Space Level of Service Policy (‘the LoS’). This policy has a target of ‘neighbourhood area open space’ within 500m (400m in the Pyes Pa West & Wairakei Urban Growth Areas) radial distance of 95% of residences. A base development requirement is a playground suitable for young children. Currently, not all residential zoned properties have access to this. This LoS is the base requirement and the community often seek additional outcomes that are considered and delivered on a case-by-case basis. The LoS is under review and will be provided to the City Futures Committee for consideration later this year.

19. The Play, Active Recreation and Sport Action and Investment Plan (AIP) describes the outcomes that we aim to deliver where budgets allow. These outcomes align more closely with the feedback from the community (see above).

20. Tauranga Reserves Management Plan is a statutory document under the Reserves Act and also guides decision making on existing reserves.

The approach TO PROJECT IDENITFICATION AND PRIORITISATION

21. Refer to Attachment A for maps illustrating:

a. The location of the 120 parks and reserves with playgrounds in Tauranga.

b. An overview of investment across the playground network since 2020

c. The location of the 7 skate parks, 4 pump tracks and 14 sites with basketball courts/hoops.

d. The location of schools in relation to existing playgrounds.

22. The age and condition of the playground equipment varies across the city. Thirty-four playgrounds have at least one play equipment asset that has been assessed as having 3 or less years life remaining, or is 25 years old (or older). To ensure equipment is safe for the community to use, play equipment must be removed before the end of its life. When a major playground element (e.g. modular equipment or rubber safety surface) or a number of individual elements are upcoming for renewal, there are efficiencies in taking the opportunity to consider the reserve holistically and, where appropriate, combine the renewals with a reserve enhancement. This creates the opportunity to improve accessibility and respond to changing trends, to consider the distribution of play experiences and whether a different scale play experience is required, and provide supporting amenities such as shade. It also provides the opportunity to consider opportunities to deliver other community outcomes including creating a place for community, for nature and for culture and storytelling.

23. The proposed prioritisation has looked at the distribution of the types of play experiences across the city, taking a holistic view of the network to consider equitable distribution, and identifying potential gaps. In determining which play spaces to prioritise going forward, a range of factors have been considered – Refer Attachment B for a summary of the assessments.

24. The prioritisation process for filling gaps in the network has considered the proximity of school playgrounds as these sometimes provide play opportunities outside of school hours. Note though that school playgrounds do not deliver the same outcomes as a public reserve and play space. For example, school playgrounds are often age specific, so they are not designed to provide play experiences for pre-school children, which does not provide for an inclusive family experience. The playgrounds are located for school design, rather than being located with visibility or clear access from the street. School playgrounds also tend not to have publicly available supporting infrastructure or accessibility features such as toilets, access pathways or accessible playground surfacing. Council has previously had Community Share Agreements for Primary School Playgrounds. The Ministry of Education has advised through planning for Tauriko West that we cannot rely on schools for reserve or play outcomes. Increasingly, school play spaces are being locked after hours to prevent undesirable activity.

The Proposed Programme

25. The proposed programme for the coming two financial years includes a mix of neighbourhood scale play spaces, larger playgrounds and other active recreation activities.

26. Neighbourhood play spaces typically provide for a local play experience, targeted at those within a 10-15min walk of the reserve.

27. Larger playgrounds are provided less frequently across the city, with one ‘major neighbourhood’ scale playground intended to be provided per suburb over time. These playgrounds provide a wider range of experiences for all ages and abilities than at a neighbourhood play space (E.g. Waitaha Reserve, Ila Park and Pacific Park).

28. These are complemented by occasional play spaces that provide more of a recreational destination - a unique experience that we would expect people would travel to and spend an extended period of time at (e.g. Kulim Park, Tauranga Waterfront). Both these playground types require larger sites that can accommodate a more comprehensive play offering with a range of experiences for all ages and abilities, amenities that support staying longer (toilets, shade/shelter, seating/tables, drinking fountains, parking).

29. There are also other play facilities that provide for informal sport and recreation, such as skate parks, pump tracks, basketball hoops. These tend to increase participation in outdoor recreational particularly for older children, rangatahi and adults. While these are currently considered on a case-by-case basis as there no formal level of service for these activities, we are seeking to provide a more equitably distributed network of these types of facilities.

30. Refer to Attachment C for further information on the sites and proposals.

	Financial Year 2026 (1 July 2025 – 30 June 2026)	Financial Year 2027 (1 July 2026 – 30 June 2027)
Neighbourhood Play Spaces & Reserves	· Allan McBride Reserve, Gate Pa · Haukore Street Reserve, Hairini · Kiriwehi Reserve, The Lakes (engagement commenced) · Surrey Grove Reserve, Merivale	· Hastings Road (Neighbourhood Reserve 13) · Lees Park, Brookfield · Maungatapu · Parkdale Park, Papamoa
Larger and other types of play spaces	· Carlton Reserve skatepark renewal & upgrade (subject to feasibility) · Hopukiore Mount Drury Reserve, Mount Maunganui (engagement commenced) · Outdoor exercise equipment and other small scale informal play opportunities · Seventeenth Avenue - concrete pad activation (potentially, multipurpose – e.g basketball/bike)	· Basketball half court - Brookfield potentially Lees Park) · Simpson Reserve, Papamoa · Sydenham Botanical Park, Brookfield (relationship with planning for Lees Park)
Planning and engagement for delivery the following year	· Papamoa destination playground (proposed Simpson Reserve playground) · Brookfield (Lees Park / Sydenham Botanical Park) · Maungatapu · Parkdale	· Moa Park, Mount Maunganui · Greerton Maarawaewae

31. The proposed programme, which will allocate existing budgets, for Financial Year 2027/2028 onwards will be presented for consideration as part of the Long Term Plan 2027 process and will reflect the outcome from the upcoming Open Space Level of Service Policy Review. For context, an indicative programme for years 2027/2028 and 2028/2029 is provided below. This is subject engagement, the LoS review and LTP27.

Indicative Plan	FY28 (1 July 2027 – 30 June 2028)	FY29 (1 July 2028 – 30 June 2029)
Playgrounds and reserve enhancement	· Moa Park – upgraded play space · Greerton Maarawaewae – new · Memorial Park, Te Papa · Bennet Street Reserve, Otumoetai · Epsom Reserve, Mount Maunganui	· Pōterewhi Future Active Reserve · Mountview Reserve, Otumoetai
Non-playground play	· West of the city – Greerton Maarawaewae? · Moa Park (subject to engagement) · Blake Park (subject to timing for master plan)	· Pōterewhi Future Active Reserve
Planning and engagement for delivery the following year	· Pōterewhi, Bethlehem	· Ohauiti Reserve – New play space

Options Analysis

32. There are two options:

a. Option 1: Proceed with the recommended programme and engagement approach.

b. Option 2: Proceed with a different programme and / or engagement approach.

33. Option 1: Proceed with the recommended programme and engagement approach.

Benefits

The proposed programme:

- prioritises health and safety and equitable play provision across the city and our communities

- is informed by Community Voice and past engagements

- takes into account demographics (age, population, deprivation)

- provides for the diversity of play interests our rangatahi have and increases the distribution of accessible play spaces

- is efficient in combining renewals with reserve enhancements – we have heard from the community that supporting amenities such as nature and other landscaping are important in influencing how well a play space is used

- in addition to increasing physical activities levels and community satisfaction, provides opportunities to provide nature and biodiversity outcomes

Disbenefits

May not meet the expectations of the City Delivery Committee.

34. Option 2: Proceed with a different programme as determined by the committee.

Benefits

Meets the expectations of the City Delivery Committee.

Disbenefits

Would depend on what changes are made, for example:

- If we just rely on the maintenance and renewals programme, we cannot provide the additional experiences and amenities that meet community expectation and ultimately increase patronage. For example, the provision of pathways alongside a playground renewal provides for both improved accessibility and a place for roller and wheely play.

- Deferring a project means that current tamarki and rangataahi may miss out on the benefits as they ‘grow out’ of the activity.

- Deferring a project that has a renewals funded component may increase operational costs as more maintenance is required to extend the life of the asset to keep it safe.

Financial Considerations

35. This programme allocates existing budgets in Annual Plan 2026 and Long Term Plan 2024-2034 that are allocated for playground renewals and reserve upgrades.

36. The costs of Neighbourhood Playground upgrades are in the region of $300k - $450k per site which delivers the playground equipment, safety surface and supporting infrastructure such as pathways, shade, seating and landscaping. For existing playgrounds, renewals funding reflects the existing assets, this is typically in the region of $50k - $125k towards the play equipment and safety surfacing. Larger playspaces tend to cost between $1m - $2.5m depending on scale, complexity and types of equipment provided.

FY26

$4,081,925

Neighbourhood Play Spaces & Reserve Development / Enhancement

Allan McBride Reserve, Gate Pa

· Haukore Street Reserve, Hairini

· Kiriwehi Reserve (new), The Lakes

· Surrey Grove Reserve, Merivale

$1,526,925

(includes $306,925 renewals)

Larger Play Spaces and Other Types of Play & Reserve Enhancement

· 17th Ave existing hard surface - Basketball court development

· Carlton Street, Otumoetai - skatepark redevelopment +/ pump track

· Hopukiore (Mount Drury Reserve), Mount Maunganui

· Trials and Activations, such as outdoor exercise equipment - Sites to be determined for trialling success

$2,335,000

Planning, engagement and commencement

· Papamoa (proposed Simpson) new playground development and reserve enhancement - engagement & design for construction in FY27

· Brookfield Reserve Planning - Lees Park and/or Sydenham Botanic Park playground development and reserve enhancement

$220,000

FY27

$4,466,258

Neighbourhood Play Spaces & Reserve Development / Enhancement

· Maungatapu play facility (new)

· Parkdale Park, Papamoa

· Hastings Road (Neighbourhood Reserve 13) (new)

$1,090,000

(includes $65,000 renewals)

Larger Play Spaces and Other Types of Play & Reserve Enhancement

· Brookfield – Lees Park / Sydenham Botantic Park - Major neighbourhood play space (depending on investigations, engagement), potential for 3x3 basketball

· Papamoa (proposed Simpson) new playground development and reserve enhancement

$3,376,258

(includes $113,349 renewals)

Legal Implications / Risks

37. None identified.

TE AO MĀORI APPROACH

38. Te Rangapū o Mana Whenua o Tauranga Moana provided input into the Play, Active Recreation and Sport AIP which provides the strategic guidance for this programme of work. Early engagement with mana whenua will be undertaken across this programme. Reserves are places where Tauranga’s culture and history can be celebrated.

Significance

39. 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.

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

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

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

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

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

ENGAGEMENT

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

46. This is because this programme has been informed by considerable community engagement over a number of years, which has had consistent themes emerge. Specific engagement and consultation will be undertaken tailored appropriately to each individual project.

Next Steps

47. Engagement will commence following adoption of the 2026 Annual Plan.

Attachments

1. Attachment A - Part 1- Existing Playgrounds and Map Index - A17794646 ⇩

2. Attachment A - Part 2 - Playground Investment 2020-2025 - A17515407 ⇩

3. Attachment A - Part 3 - Skate park, pump track and basketball hoop locations - A17794555 ⇩

4. Attachment A - Part 4 - Location of Council playgrounds and schools - A17794784 ⇩

5. Attachment B - Prioiritisation Assessments - A17515500 ⇩

6. Attachment C - Site Specific Information - A17759051 ⇩

Agenda

9.7 Aspen Reserve Upgrade Options

File Number: A17780369

Author: Ana Hancock, Team Leader: Design

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

Purpose of the Report

1. To seek direction on the proposed enhancement of Aspen Reserve, particularly the appropriate level of investment for this space.

Recommendations

That the City Delivery Committee:

(a) Receives the report "Aspen Reserve Upgrade Options".

(b) Approves Option 2 for the development of Aspen Reserve.

Executive Summary

2. This report seeks direction on the proposed enhancement of Aspen Reserve, a small reserve on the corner of Willow and McLean Streets.

3. Aspen Reserve is surrounded by office blocks and provides a valuable green space in the city centre, although is experienced as unsafe due to the existing vegetation, limited views into the sloping site, and a history of antisocial behaviour.

4. It is located adjacent to the new Ministry of Justice Court House under development, and is close to Northern Quarter and Te Manawataki O Te Papa.

5. The upgrade of Aspen Reserve had been planned for an upgrade in 2018 (although this didn’t go ahead), and is identified as a priority action in the City Centre Action and Investment Plan (CCAIP). This report presents options for the upgrade, reflecting different levels of investment and community outcomes.

6. Option 1 provides landscape improvements to the top and bottom of the reserve, including improved access, seating, and landscaping. It has an estimated cost of $580k, with $500k for construction and $80k for design and contingency. Advantages of Option 1 include improvements to amenity and mitigation of perceived safety concerns. The key disadvantage is that access between the top and bottom parts of the reserve remains difficult, leading to likely less use of the reserve.

7. Option 2 includes all the improvements from Option 1, plus terraces and stairs to connect the top and bottom of the reserve. It is estimated to cost $800k, with $700k for construction and $100k for design and contingency. The additional advantages include maximising use of all of the space, providing extra seating options, and creating opportunities for future space activation. The key disadvantage is that this option comes at a higher cost.

8. Option 2 is recommended as it maximises the use of the reserve and offers the most beneficial outcomes for the community. A third option of no investment is also presented for consideration. The key risk of Option 3 is that the existing safety concerns aren’t addressed and could be exacerbated once the new Court House development opens in 2027.

9. The three options are summarised below:

Item	Total investment required	Community outcomes	Key financial risks
Option 1 Partial upgrade	$580k	Addresses basic requirements	N/A
Option 2 Full upgrade	$800k	Provides the best outcomes for the community	Highest cost although budget is available
Option 3 Do nothing	$0	No impact on rates	Risk of escalation of antisocial behaviour over time requiring reactive intervention at a later date

10. Further to engagement undertaken in 2017, staff reached out to Mana Whenua representatives, neighbouring businesses, and property owners in March to understand key issues/opportunities, and to gauge interest in undertaking an upgrade. The community that we spoke to all indicated support for an upgrade.

11. Next steps include:

(a) Develop the preferred option into a concept design.

(b) Undertake a second stage of localised engagement in May/June.

Background

12. Aspen Reserve is a unique space in the city centre. It’s history as a garden and horse-hitching area for visitors to the former post office means it has never been developed, gifting us with a significant area of green space in the city centre.

13. The reserve was named after a large poplar tree (thought to be an Aspen at the time) that grew there until 2011 when it was removed due to health and safety concerns. The site has good frontage to Willow Street, opposite the Clarence Hotel and Restaurant, and diagonally opposite the new Ministry of Justice Courthouse, which is currently under development (see Figure 1 on the next page). The land is relatively steep with a fall of approximately four metres from the top of the reserve to the bottom. There is a natural amphitheatre which in the past has been used for a range of events.

14. A previous proposal to redevelop the site was developed in 2016-2018. At that time, the developer of an adjacent site at 15-17 Harrington Street proposed to construct an office block with a café/restaurant facing the reserve, with a deck built over the reserve. Council undertook engagement in early 2017 and approved the concept design in late 2017, with the final design completed in late 2018. However, due to changes in design to the adjacent commercial development, the design for the reserve was no longer suitable. The reserve project was put on hold in 2019 and then cancelled as part of the 2021-2031 LTP.

15. Issues to do with the landform and vegetation have contributed to ‘Crime Prevention Through Environmental Design’ (CPTED) issues in the past, and continue to cause some challenges in the use of the site. There are limited options for seating in this reserve, and the seating that is there is in relatively poor condition.

16. Its location adjacent to the Ministry of Justice Courthouse development, currently under construction, has presented an opportunity to prioritise the development of this reserve into a contemporary inner-city “sanctuary space”, which is included as a priority action in the CCAIP. It is noted that the customers of the current courthouse congregate along Cameron Rd and on McLean St, at times in relatively large numbers. Improving the amenities at Aspen Reserve provides an opportunity for customers of the Courthouse, whether the victim’s family and friends, or the defendants support crew, to take a moment of respite off the street.

Figure 1: Location of Aspen Reserve

17. Additionally, Aspen Reserve could also offer a quiet space to those who work close by. There are a number of office blocks in the immediate vicinity, the workers of which will benefit from some improvements being made to the reserve.

18. With that outcome in mind, and building on hapū and community feedback received in 2017, staff have developed two high-level concepts for the enhancement of Aspen Reserve (see Attachment 1). These concepts promote the space as an area for taking lunch breaks, or for quiet reflection and respite. Staff expect the number of people spending time in this area and using this reserve will increase when nearby developments are completed – including the new Courthouse, Northern Quarter and Te Manawataki o Te Papa, all due for completion between 2027 and 2028.

19. The two options are identical at the top and bottom of the reserve, and differ only in the middle area of the reserve, which is sloped and forms a natural amphitheatre. Option 1 delivery is likely to cost around $500k (plus $80k for design and contingency). This will provide amenity improvements including accessible access, enhanced seating, and landscape improvements. Option 2 delivery is expected to cost an additional $200k (plus $100k for design and contingency), which allows the creation of terraces and stairs to connect the top of the reserve to the bottom, and provides more opportunities for seating.

Statutory Context

20. Aspen Reserve is classified as a recreation reserve in the Reserves Act. Categorised as a unique urban space in the Tauranga Reserves Management Plan (TRMP), the reserve provides valuable amenity open space in an area of high population density. The TRMP also states that the reserve should provide facilities to enable events, although this may no longer be appropriate given proposed investment in the city centre to create other event spaces e.g. Te Manawataki o Te Papa and Masonic Park.

21. There are a number of archaeological features on and surrounding the reserve so an archaeological authority will be required.

STRATEGIC ALIGNMENT

22. This contributes to the promotion or achievement of the following strategic community outcome(s):

	Contributes
We are an inclusive city	☐
We value, protect and enhance the environment	ü
We are a well-planned city	ü
We can move around our city easily	☐
We are a city that supports business and education	ü

23. Within the CCAIP, Aspen Reserve is a key feature of the Justice Precinct. Upgrading Aspen Reserve is identified as one of three priority actions within the Justice Precinct. The action is described as “upgrade Aspen Reserve, to support the Ministry of Justice courthouse and campus and as a ‘sanctuary space’ in the short term”.

24. Aspen Reserve is also located along Te Manawa Huanui, the pedestrian focussed north-south walking route that connects Te Manawataki o Te Papa with the significant heritage precinct north of the city centre (including Taumatakahawai/Monmouth Redoubt, the Ōtamataha Mission Cemetery, and the Elms.)

Options Analysis

25. Option 1 will provide landscape improvements to the top and bottom of the reserve, including:

(a) Improved access off Willow Street, with better visual connection and an accessible route.

(b) Seating options to allow multiple groups of people to gather, and places for people to sit quietly by themselves.

(d) Landscaping and screening at the bottom of the reserve to improve the amenity and views from the top of the reserve

26. Option 1 is proposed to be delivered with a budget of ~$580k as envisaged by the CCAIP (which estimated a budget of between $500k and $2 million). This will allow approximately $500k for construction and another $80k for design and contingency.

27. Option 2 will provide items (a) to (d) above and in addition, will:

(a) Take advantage of the existing slope to create terraces with stairs so that people can move from the top to the bottom of the reserve and maximise use of the reserve.

(b) The terraces will provide additional opportunities for people to sit and enjoy being outside in nature.

28. Option 2 is proposed to be delivered with a budget of ~$800k, allowing $700k for construction and $100k for design and contingency.

29. The table below outlines the advantages and disadvantages of each option, as well as a “do nothing” option.

Option		Advantages	Disadvantages
1	Enhance the reserve to provide additional amenity through improved access, enhanced seating, landscaping, and additional trees at the top and bottom of the reserve where the land is largely flat.	· Delivers on a priority action in the CCAIP. · CPTED issues mitigated through landscape improvements. · Ensures the area is attractive for urban dwellers and workers as a space for quiet reflection and hanging out. · Increase in tree canopy over time. · Cost consistent with budget allocated to reserve enhancement elsewhere.	· Access between the top and bottom of the reserve is difficult, leading to less overall use of the reserve.
2	Option 1 improvements PLUS providing additional amenity through terraces, including stairs and additional seating. Recommended.	In additional to the benefits above: · Maximises use of the space for people taking a break from court proceedings, with numerous locations for seating. · Maybe opportunities in the future for space activation, such as workout groups using the stairs and terraces, or the potential for small intimate events. · Recognises that this project concept has existed for some time as its repeated in various strategic documents.	· Costs more than Option 1. · Less budget available for other reserves and green space in the city centre. · Additional event space is not required in the city centre.
3	Do not undertake any enhancement of Aspen Reserve.	· Budget can be reprioritised to other city centre reserve projects.	· Does not deliver on a priority action in the CCAIP. · Aspen Reserve remains under-utilised. · No resolution of ongoing CPTED issues.

30. Option 2 is recommended as it maximises use of the reserve and has the most benefits for the community.

Financial Considerations

31. Funding is available through the City Centre Green Spaces budget. The project is designed to be delivered over two financial years, with design and engagement undertaken this current year and the balance of work undertake in the next financial year. As noted above, there are three options for consideration by this Committee with different budgets.

32. As an existing asset, some opex costs are already allocated to maintenance of the reserve, including existing gardens and trees. Depending on the design and any associated new infrastructure, this may require additional opex to be allocated for maintenance. This will be considered through the design process. Once we have developed a more detailed design, we will be able to get a more detailed cost estimate and develop an understanding of any additional opex costs.

Legal Implications / Risks

33. There are no legal implications or other risks noted with the recommendation to determine a preferred option for the redevelopment of Aspen Reserve.

34. There may be risks to implementation if archaeological approval is not given.

TE AO MĀORI APPROACH

35. There are three hapū with an interest in the city centre area. There is an opportunity to investigate how the design can reflect the area’s Māori history building on similar approaches elsewhere in the city centre.

36. Previous engagement with Ngāi Tamarāwaho in 2017 suggested referencing nearby Taumatakahawai and the area’s historic use as a garden be incorporated into the design, as well as interpretation signage and pou recognising the Māori occupation of this area. Dual naming was also proposed. We have recently been back in contact with the original representative from Ngāi Tamarāwaho who has confirmed that his feedback on the 2017 plan still applies.

37. If this project is approved, we will engage with all three hapū to identify how this project can support their aspirations.

CLIMATE IMPACT

38. There is an opportunity to look at incorporating sustainability considerations into the design. For example, previous designs for this area included a lot of concrete, which has a significant embedded carbon cost. The designs presented here propose less use of concrete and instead enhance the green space to provide access to nature for city centre residents and visitors.

Consultation / Engagement

39. Initial engagement on the redevelopment of this reserve was undertaken in 2017. The engagement included open days and feedback from hapū. Feedback identified the reserve as an accessible, relaxing green space with potential for small community events. A summary of that engagement is included in Attachment 2.

40. Engagement on the proposed development with hapū, stakeholders, and neighbouring businesses and property owners, is underway. Letters were sent to six property owners in early March and on the 13 March, staff visited the premises of 11 businesses surrounding the reserve.

41. In each case, staff invited people to share their thoughts on how we might improve the reserve, noting that there would be budget constraints on what could be achieved. Some of the ideas we mentioned to them included adding trees, stairs, seats, landscaping, and terracing the reserve’s natural slope.

42. Everyone staff spoke to was positive about improving the amenity of the reserve, especially seating and changes to the landscaping. Many also shared concerns about perceived safety as the reserve attracts people lingering and drinking.

43. We have also connected with the Ministry of Justice and have some high-level suggestions from them about landscaping. We've informed stakeholders that we'll seek their feedback again at a later date, as we develop more detailed plans for the reserve.

44. Following the development of a concept design, we plan to undertake localised engagement with the surrounding businesses and property owners in the middle of the year, and provide them with an opportunity to provide feedback on the proposed design.

Significance

45. 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.

46. 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

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

ENGAGEMENT

48. Taking into consideration the above assessment, that the decision is of low significance, officers are of the opinion that appropriate engagement will be undertaken with hapū, the community, and other city centre stakeholders as this project progresses.

Next Steps

49. We will develop Council’s preferred option into a concept design and undertake a second stage of localised engagement in June/July with the businesses, employees, and property owners within approximately 100m radius of the site. This will provide the community and stakeholders with an opportunity to provide feedback on the design.

50. The design will be finalised over the latter half of 2025 with procurement of the contractor confirmed before the end of the year. Staff will share the final design prior to construction commencing.

51. Construction of the upgrade is proposed in the first half of 2026.

Attachments

1. Aspen Reserve Site Analysis and Options - A17781102 ⇩

2. Aspen Reserve Feedback Summary - A17781111 ⇩


AGENDA City Delivery Committee meeting Monday, 7 April 2025
I hereby give notice that a City Delivery Committee meeting will be held on:
Date:	Monday, 7 April 2025
Time:	9.30am
Location:	Bay of Plenty Regional Council Chambers 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