A G E N D A · 2020. 5. 21. · Cr R G E Garrett, Cr B J Gentil, Cr R Harris (from 9.10am), Cr S...

A G E N D A

COUNCIL MEETING

Wednesday, 27 May 2020, 9.00am

Council Chamber Hauraki House William Street PAEROA

Mayor D A Adams Councillors Cr P G Anderson Cr R D T Broad Cr P D Buckthought Cr C A Daley Cr R G E Garrett Cr B J Gentil Cr R Harris Cr S Howell Cr P A Milner Cr D Smeaton Cr A M Spicer Cr J R Tilsley Cr R L Wilkinson Executive Leadership L D Cavers D Peddie A de Laborde P Thom S Fabish Public Distribution Paeroa Office/Library Plains Area Office Waihi Area Office/Library Chief Executive L D Cavers

Hauraki District Council, P O Box 17, William Street Paeroa, New Zealand P: 07 862 8609 or 0800 734 834 (within the District) E: [email protected] www.hauraki-dc.govt.nz

Membership

Ngà Karakia Timatanga (opening) (1) Kia tau te rangimarie Kia whakapapa pounamu te moana Hei huarahi ma tatou i te rangi nei Aroha atu, aroha mai Tatou i a tatou katoa Hui e! Taiki e! (2) Whakataka te hau ki te uru, Whakataka te hau ki te tonga. Kia mākinakina ki uta, Kia mātaratara ki tai. E hī ake ana te atākura he tio, he huka, he hauhunga. Haumi e! Hui e! Tāiki e! Karakia Whakamutunga (closing) Kia whakai-ria te tapu Kia wātea ai te ara Kia turuki whakataha ai Haumi e. Hui e. Tāiki e!

May peace be widespread May the sea be like greenstone A pathway for us all this day Let us show respect for each other For one another Bind us all together!

Get ready for the westerly and be prepared for the southerly. It will be icy cold inland, and icy cold on the shore. May the dawn rise red-tipped on ice, on snow, on frost. Join! Gather! Intertwine! Restrictions are moved aside So the pathways is clear To return to everyday activities Join Gather Intertwine!

1 Council Agenda – 27-05-20 Doc Ref: 2764479

COUNCIL AGENDA Wednesday, 27 May 2020 – 9.00am Order of Business Item Pages

1. Meeting Opening: Karakia timatanga – Cr Harris

2. Apologies

3. Declarations of Late Items

4. Declarations of Interests

5. Confirmation: Council Minutes - 13-05-20 (2762365) 6

6. CEO Monthly Report for May 2020 (2764195) 10

7. Financial Report - April 2020 (2764377) 11

8. Information Services Proposal (2764174) 22

9. New Ngatea Area Office and Library - Next Steps (2764474) 34

10. Paeroa Domain No.2 Field Renovation (2764624) 41

11. Planning and Environmental Report - 2020 (2764196) 47

12. Adoption of Directors of Council Organisations Policy 2020 (2764284) 57

13. Report on 2018 NZ Deprivation Index (2764183) 70

14. Hauraki Gulf Forum - Update (2764178) 78

15. Transport Report - April 2020 (2763996) 81

16. Water Services Report to Council May 2020 (covering April) (2764366) 105

17. Solid Waste Activity Report - April 2020 (2764499) 117

18. District Drainage Activity Report - April 2020 (2764180) 121

In Committee Business

19. *Item 1: Land Swap Waihi (2764584)

126

20. Meeting Closing: Karakia whakamutunga – Cr Harris

2 Council Agenda – 27-05-20 Doc Ref: 2764479

Matters to be taken with the Public Excluded

The public be excluded from the following parts of the proceedings of this meeting. The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter and the specific grounds under section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

*Item No. General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Ground(s) Under Section 48(1) for the Passing of this Resolution

1

Land Swap Waihi

Section 7(2)(i) Prejudice to Commercial Position/Negotiations To enable the local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations.

Section 48(1)(a) That the public conduct of the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding would exist.

1 Council Minutes – 13-05-20 Doc Ref: 2762365

HAURAKI DISTRICT COUNCIL MEETING

MINUTES OF A MEETING OF THE HAURAKI DISTRICT COUNCIL HELD VIA AUDIO LINK AND LIVESTREAMED ON WEDNESDAY, 13 MAY 2020 COMMENCING AT 9.00 AM

KARAKIA TIMITANGA Cr Tilsley opened the meeting with a karakia. APOLOGIES RESOLVED THAT the apology for lateness of Cr Harris be received and sustained. C20/182 Spicer/Tilsley CARRIED LATE ITEMS There were no late items. DECLARATIONS OF INTERESTS There were no declarations of interests. CONFIRMATION: COUNCIL MINUTES: (29-04-20) (2746652) RESOLVED THAT the minutes of the meeting of the Hauraki District Council held on Wednesday, 29 April 2020 are received and confirmed as a true and correct record. C20/183 Wilkinson/Smeaton CARRIED MATTERS RISING FROM THE MINUTES Annual Report 2020-2021: Rates resolution for the year commencing 1 July 2020 - 30 June 2021 Refuse Collection Targeted Rate In response to a question from Cr Smeaton who asked if the district refuse collection targeted rate of $33.84 is charged to all properties, he was advised that this charge is only applied to properties who receive this service.

PRESENT D A Adams (His Worship the Mayor), Cr P A Milner (Deputy Mayor), Cr P G Anderson, Cr R D T Broad, Cr P D Buckthought, Cr C A Daley,Cr R G E Garrett, Cr B J Gentil, Cr R Harris (from 9.10am), Cr SHowell, Cr D Smeaton, Cr A M Spicer, Cr J R Tilsley and Cr R LWilkinson

IN ATTENDANCE Messrs L D Cavers (Chief Executive), A de Laborde (Group Manager

- Engineering Services), D Peddie (Group Manager - Corporate Services), S B Fabish (Group Manager - Community Services and Development), D Varcoe (Acting Group Manager - Community Services and Development) and Ms C Black (Council Secretary)

Council Agenda - 27-05-20


Name Change - Wharekawa Coast 2120 Cr Broad asked that it be recorded in the minutes of the 29th April Council meeting that he did not support the name change of the previously named ‘Kaiaua Coast 2120’ working party and panel to the new name of ‘Wharekawa Coast 2120’. ECONOMIC DEVELOPMENT REPORT - MAY 2020 (2759706) The Acting Group Manager – Community Services and Development presented the Economic Development activity report to May 2020. RESOLVED THAT the report be received. C20/184 Adams/Howell CARRIED Cr Harris attended the meeting at 9.10am Cr Harris commended the councillors and town promoters for their support of the business communities within the district over the COVID-19 lockdown period. COMMUNITY INITIATIVES REPORT - MAY 2020 (2759775) The Acting Group Manager – Community Services and Development presented the Community Initiatives activity report to May 2020. RESOLVED THAT the report be received. C20/185 Tilsley/Spicer CARRIED ‘Elephant in the Paddock’ Initiative Cr Tilsley in her role as Social Initiatives portfolio holder advised that the health and wellbeing initiative ‘Elephant in the Paddock’ targeting rural communities with the particular focus on mental health, is planned to be rolled out again using local and rural families to front this initiative. Also seeking to get more agencies on board to collaborate with Council in support of the initiative. COMMUNITY RECREATION REPORT - MAY 2020 (2761082) The Acting Group Manager – Community Services and Development presented the community recreation activity report to May 2020. RESOLVED THAT the report be received. C20/186 Wilkinson/Broad CARRIED Libraries The members were advised that all district libraries would be opening on the 18th of May and the review of library hours in Level 2 is being considered presently.



COMMUNITY FACILITIES REPORT - MAY 2020 (2761217) The Acting Group Manager – Community Services and Development presented the community facilities activity report to May 2020. RESOLVED THAT the report be received. C20/187 Spicer/Howell CARRIED The meeting adjourned at 9.56am. The meeting reconvened at 10.10am. CROWN INFRASTRUCTURE PARTNERS (CIP) - PROJECT INFORMATION FORM APPLICATION (2748372) The Group Manager – Engineering Services presented a report that advised the members of the funding application that staff have prepared and submitted to the Crown Infrastructure Partners (CIP) for funding under the Governments “Shovel Ready” Infrastructure Projects as part of their Covid-19 recovery plan. RESOLVED THAT the report be received. C20/188 Adams/Harris CARRIED The Group Manager outlined the proposed list of key infrastructure projects that he and his team had identified as a priority to receive support of funding assistance from CIP as part of the COVID-19 recovery plan. Cr Gentil requested that it be recorded his disappointment that elected members were not invited for their input on projects applied for to CIP. In response, the Group Manager advised that due to the short timeframe to meet the deadline set by CIP to receive applications of funding towards priority projects, there was limited opportunity to allow discussions with elected members. The Mayor thanked the Group Manager – Engineering Services and his team for the work they had undertaken to get the application together in such a short timeframe.

CESSATION OF COLLECTION OF PLASTICS 3-7 (2760721) The Group Manager – Engineering Services presented a report, which requested consideration to exclude plastics 3-7 from the recycling stream. RESOLVED THAT the report be received. C20/189 Smeaton/Buckthought CARRIED The Group Manager advised that the commodity market for Plastics grade 3 – 7 has effectively closed following the implementation of National Sword by China, resulting in China no longer accepting waste from other countries.



Council has continued to collect and store these products; however, it is now apparent that there is no commodity market in the near future and as a result, these products are destined for landfill. Adjournment: The meeting adjourned at 11.15am due to technical difficulties with the livestream and reconvened at 11.20am. The elected members jointly voiced their disappointment that plastics 3-7 are no longer viable as a recyclable plastic and that there was no alternative options currently available for their re-use for other purpose. The members emphasised the importance that Council as a priority, progresses its public education programme on recycling and sends a clear message that Council does support the minimisation of non-recyclable plastics but as there is no current alternative use for plastics 3-7, these be excluded from the recycling stream. RESOLVED THAT Council exclude Plastics 3-7 from the recycling stream, and THAT Council as a priority, progresses its public education programme on recycling, and THAT Council considers these decisions to be insignificant under its Significance and Engagement Policy 2017. C20/190 Adams/Milner CARRIED KARAKIA WHAKAMUTUNGA Cr Tilsley closed the meeting with a karakia at 11.24am.

CONFIRMED D A Adams Mayor 27 May 2020


Whaarangi 1 | 1 M 2759778

FOR INFORMATION

NGĀ MŌHIOTANGA

TO Mayor and Councillors

AUTHOR Chief Executive – Langley Cavers

FILE REFERENCE Document: 2759778

MEETING DATE Wednesday, 27 May 2020

SUBJECT Chief Executives Monthly Report – May 2020

RECOMMENDATION | TE WHAIKUPU

THAT the report be received.

1 Staff

This month we have made a few new staff appointments utilising the Zoom application for

interviews from our home offices during the COVID-19 lockdown.

Anna Harris was internally promoted from her role of Information Officer within Corporate

Services, to Administration Officer – Animal and Food Control which is in the P&E team. This

change will take effect from 25th May.

Sharon Eddy has accepted the position of Senior Building Control Officer within the P&E team

and starts on 22nd June. Sharon is currently working in a similar role at Porirua City Council

but is moving back to the Waikato where she is originally from.

We have appointed two Treatment Technicians to join the Engineering Services team. Tom

Hyashi and Patrick Crook will both be starting in June.

2 LGNZ Conference, AGM and Remit Process

As a result of Covid 19 the Annual LGNZ conference has been cancelled. Normally the LGNZ

AGM is held in conjunction with the conference but as the conference is cancelled the AGM has

been rescheduled to the Friday 20 November 2020. This means that the time that Councils

have to submit remits has been extended to 5pm on the 31 July 2020.

When this matter was last discussed by Council there were no remits that we identified that we

would like to put forward. The opportunity still exists for Council to consider remits to put

forward.

Langley Cavers

Chief Executive


Whaarangi 1 | 11 M 2764294

FOR INFORMATION

NGĀ MŌHIOTANGA


AUTHOR Duncan Peddie

Group Manager Corporate Services


PORTFOLIO HOLDER/S Councillor Daley portfolio


SUBJECT Financial Report 30 April 2020

SUMMARY | TE WHAKARĀPOPOTANGA

Operating

For the ten months to the end of April 2020, Council is $699,000 or 3.1% over budget on its

expenditure. However, there have been a number of key decisions contributing to this. On the

31st of July 2019, following a report by staff, Council agreed to increase the operating budget

for Roading by $500,000 and reduce its capital project for sealed road resurfacing by the same

amount. This is by far the largest contributor to the variance in operating expenditure.

Solid waste operating costs for transfer stations and refuse collection are also ahead of budget.

The issues experienced in wastewater overflows in recent months have also led to

unfavourable operational expenditure variances in that activity.

Non-rates revenue is tracking $10,305 or 0.2% under budget. This was contributed to by the

notice period requirements for increase in Elderly Persons Housing rent, lower than anticipated

demand for pools, halls, libraries along with the impact of Covid-19. It also reflects the

renegotiation of a commercial wastewater discharge contract, which occurred after this year’s

budget, was set.

This gives a $709,000 or 3.9% unfavourable variance. If we remove the impact of the

reclassification of the Roading CAPEX the result is $388,000 unfavourable variance or 2.2%




Whaarangi 2 | 11 M 2764294

1 PURPOSE | TE ARONGA

To provide Council with cumulative financial information for the 10 months to 30 April 2020 to

enable it to monitor the financial performance of the organisation.

2 BACKGROUND | TE KŌRERO Ā MUA

A local authority board must manage its revenues, expenses, assets, liabilities, investments,

and general dealings prudently and in a manner, that promotes the current and future

interests of the community.

To enable the Council to fulfil the above requirements, financial performance must be

monitored on a regular basis.

3 COVID-19

A number of our activities are showing small favourable expenditure variances. Some of these

are as a result of normal operation works and maintenance not being undertaken during the

Covid 19 lockdown. However, we also need to be cognisant that during level four and three

alert status, put in place by the government, a number of our operational staff were placed on

special leave. Unfortunately, these roles in the organisation could not be undertaken from the

employee’s home, nor did the role meet the threshold to be considered an ‘essential service’

enabling the employee to leave their homes to work. The cost of this special leave will not

feature in the financial reports until the end of the financial year.

4 FINANCIAL IMPACT OF PREVIOUS COUNCIL DECISIONS in the 2019/20 Financial Year

For information purposes, we have included below a list of requests bought to, and approved,

by Council since the adoption of the 2019/20 Annual plan.

Meeting

Date

Resolution Description OPEX

19/20

CAPEX

19/20

26/6/2019 C19/243 Mahuta Road North Under-slip $85,000

26/6/2019 C19/243 MPDD Mangawhero Flume

replacement B/fwd from 20/21 $35,000

31/7/2019 C19/276 Sealed Pavement rehabilitation

Strategy 2019/21

$500,000 ($500,000)

31/7/2019 C19/278 Kerepehi Reservoir Sealing $5,000

31/7/2019 C19/280 District Upgrading and

Replacing of SCADA Equipment $90,000

28/8/2019 C19/308 Request to Carry forward

unspent budgets from previous

years.

Future building control

initiatives

Kaiaua Community Plan

Historical Maritime Museum

Project.

Capital Carry forwards

* No impact on rates as

provided for in previous years

$180,000*

$26,000*

$120,000*

$5,167,952


Whaarangi 3 | 11 M 2764294

28/8/2019 C19/325 Kaiaua Stream Works two-year

project $95,000 2019/20 and

20/21

$45,000

28/8/2019 C19/337 Elderly Housing Heat Pump and

Ventilation Project

$89,522

13/11/2019 C19/407 Elected Member Remuneration

Determination

$19,001

11/12/2019 C19/466 Land procurement Bradford

Street Waihi

$22,000

In Addition, Council has approved the following two loans

Meeting

Date

Resolution Description Loans

27/11/2019 C19/431 Hauraki Charitable Trust short

term Loan to 30 June 2020

$20,000

26/6/2019 C19/243 Paeroa Re-use Centre Trust

Five Year Loan

$40,000

5 Discussion

Comment on the financial performance is discussed in detail in the attached report Appendix A.

Approval

Prepared by Steve Baker

Finance Manager

Approved by Duncan Peddie

Group Manager Corporate Services


Whaarangi 4 | 11 M 2764294

APPENDIX A

Groups of activities overview - Financial MeasuresKey Indicators for the 10 months ended 30 April 2020

Operating Revenue (excluding Rates & Roading capital funding from NZTA) Operating Expenditure Capital Expenditure

-Unfavourable YTD $(10,305) Unfavourable YTD $(699,000) Favourable YTD $8,600,000

YTD budget $4,650,190 YTD budget $22,702,000 YTD Forecast $16,121,000Full year budget $5,453,029 Full year budget $38,955,000 Full year budget (Original) $19,413,000

Full year forecast $5,442,724 Full year forecast $39,654,000 Full year forecast $19,573,000

$4,639,885 $23,401,000 $7,521,000

0.0 5.0 10.0 15.0

Leadership

Networks

Community Services

Community Development

Regulatory

Millions

Operating Expenditure

YTD Actual YTD Budget

Revenue

Building Services revenue is ahead of schedule for the year due to processing higher number of consents than anticipated however it will be adversely impacted in May and June due to limitations of Covid. RMA revenue has been adversely impacted due to planners not being able to go onsite.

Wastewater revenue is tracking below budget following the renegotiation of a commercial wastewater discharge contract last year to better reflect operating reality and associated costs. Consequently, we also expect to see an associated reduction in wastewater operating costs ($100k).

Lower than anticipated revenue from Elderly Person Housing due to notice period requirements to increase costs and a timing issue from prior year. Libraries, pools, sports fields and halls have realised less than budgeted income and will be impacted further due to COVID-19 closures.


Solid waste expenses has been higher than budgeted due to increase in Emission Scheme and Consumer Price Index costs along with employing two full time staff at Transfer Stations. Refuse collection and reactive repairs due to a storm event have resulted in unforeseen expenses.

Pavement maintenance will be overspent for the year by $350k as approved by council resolution C19/276. The remainder of this will be carried forward into next year and was offset by the reduction of Roading CAPEX.

Overspend in Water and Wastewater due to unexpected breaks in pump stations and reticulation. Treatment team size has increased resulting in added costs along with higher demand for water resulted in extra expenses in chemicals and electricity.

Capital ExpenditureCapital expenditure is tracking below the revised capital works programme approved by Council. A number of projects previously anticipated to be delivered in the current year will now be completed in the next financial year.

0.0 4.0 8.0 12.0 16.0

Leadership

Regulatory

Community Development

Community Services

Networks

Millions

Capital Expenditure

YTD Actuals YTD Budget (adjusted)


Whaarangi 5 | 11 M 2764294

KPI’s Status Comments or risks

Total net external debt will not exceed

175% of total revenue in any year.

Net interest expense is ≤ 15% of rates

revenue in any year.

Net interest expense is ≤ 10% of total

revenue in any year.

Net external debt per rating unit is ≤

$8,000 in any year.

Fixed/floating interest rates Profile

Loan Maturity Profile

parameters for the fixed/floating interest

rates and Profile

Hauraki District Council Financial MeasuresKey Indicators for the 10 months ended 30 April 2020

Borrowings Cash and cash equivalents Net borrowings Available Credit Facilities

External debt net of cash and cash equivalents

- =

Full year budget $46.63m Full year budget $.58m Full year budget $46.04m Full year budget $7.0m

Full year forecast $46.63m Full year forecast $.58m Full year forecast $46.04m Full year forecast $7.0m

$37.87m $7.00m$44.00m $6.13m


Whaarangi 6 | 11 M 2764294

Hauraki District Council Financial Measures

Key Indicators for the 10 months ended 30 April 2020


Whaarangi 7 | 11 M 2764294

Regulatory Financial MeasuresKey Indicators for the 10 months ended 30 April 2020

Operating Revenue (excluding Rates) Operating Expenditure Capital Expenditure

-Unfavourable YTD $(32,000) Favourable YTD $3,000 Favourable YTD $0

YTD budget $1,488,000 YTD budget $3,234,000 YTD Forecast $0Full year budget $1,725,000 Full year budget $3,998,000 Full year budget (Original) $0

Full year forecast $1,693,000 Full year forecast $3,995,000 Full year forecast $0

$1,456,000 $3,231,000 $0

0 200 400 600 800 1,000 1,200 1,400

Animal Control

Building Services

Community Protection

RMA Implementation

Thousands



Operating Revenue (Excluding Rates)

We expect an unfavourable variance for the year RMA revenue due to lockdown restrictions having a negative impact on number of consents processed. Lesser fines than anticipated due to from Animal Control has resulted in an adverse variance. We also anticipate an adverse variance for the rest of the year in building services due to restrictions imposed by Covid lockdown.


RMA Implementation: Small saving ($13K) due to less legal fees incurred to date.

Community Protection: Please Note, additional costs are anticipated in this area as a response to Covid-19.

Animal Control: More legal expenses in Animal Control than intended due to ongoing court case, we are currently awaiting a court date and expect further adverse cost variance.

Building Services: Slight decrease in expenditure ($18K) due to less use of peer reviewers for Building consents.

Capital ExpenditureNo capital spend or budget for this group of activities.


Whaarangi 8 | 11 M 2764294

Community Development Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $9,000 Unfavourable YTD $(60,000) Favourable YTD $0

YTD budget $0 YTD budget $1,368,000 YTD Forecast $0Full year budget $0 Full year budget $2,089,000 Full year budget (Original) $0

Full year forecast $9,000 Full year forecast $2,149,000 Full year forecast $0

$9,000 $1,428,000 $0

100 200 300 400 500 600 700 800

Community Growth

Community Initiatives

Thousands




Expenditure

Community Initiatives:

Grants and Donations exceed current years budget; However this is offset by prior years underspend, which are carried over.

The positive variance in Other initiatives are due to cancellation of the sister cities trip in the current year due to health and safety concerns.

Annual budget for Contestable Social Fund has been spent, however carry forwards from prior year(s) would allow for further expenses.Capital Expenditure


Whaarangi 9 | 11 M 2764294

Community Services Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Unfavourable YTD $(1,000) Favourable YTD $142,000 Favourable YTD $1,730,000

YTD budget $657,000 YTD budget $4,582,000 YTD Forecast $2,642,000Full year budget $780,000 Full year budget $6,689,000 Full year budget (Original) $2,984,000

Full year forecast $779,000 Full year forecast $6,547,000 Full year forecast $3,333,000

$656,000 $4,440,000 $912,000

0 1,000 2,000 3,000 4,000

Community Facilities

Recreation

Thousands




Elderly Person Housing revenue is $25k under budget. Rent increases outlined could not be implemented due to notification requirements. $10k credit posted in October relating to January 2018 over billing has had a negative impact. We anticipate a further adverse variance due to nationwide rent freeze. Libraries income expected to be under budget due to extension of loan dates, no late fees during lockdown and closure of physical sites.

Lower than anticipated revenue from Sports fields and Community Halls have contributed to lower total income. This will be negatively impacted for the rest of the year due to COVID-19 closures and limitations imposed for the rest of the year.


Recreation: Refuse collection costs for our recreation reserves are tracking above budget and this is expected to continue for the remainder of the year culminating in a $60k overspend. Safety audits on trees over the summer along with pruning of palm trees at travellers reserves have also caused an overspend. Swimming pools are underspent by $176K due to lesser reactive repairs, routine maintenance, electricity, wages and operating costs. Libraries are over budget $13K due to advertising for personnel and higher wages and general materials costs.

Capital ExpenditureCapital works programme is tracking behind anticipated levels.The Asset Manager is signalling that the Ngatea Library project ($255K) is unlikely to happen this year. Several projects scheduled for this year are being carried forward.

0 500 1,000 1,500 2,000 2,500

Community Facilities

Recreation

Thousands

Capital Expenditure



Whaarangi 10 | 11 M 2764294

Networks Financial MeasuresKey Indicators for the 10 months ended 30 April 2020

Operating Revenue (excluding Rates & Roading capital funding from NZTA) Operating Expenditure Capital Expenditure




$2,483,000 $11,644,000 $6,609,000

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5

Land Drainage

Roading

Solid Waste

Stormwater

Wastewater

Water

Millions


YTD Actuals YTD Budget


A commercial wastewater discharge contract was renegotiated resulting in lower income that provided for in the budget. Water Services Manager expects this to be the trend for the year as this has been over budgeted. However we expect see offsetting savings in expenditure. Roading income is higher than budget due to additional NZTA subsidies for footpath maintenance that was not previously subsidised. Sale of water to delivery operators was not budgeted but we received $13k income.


Water - Annual consent charges were not budgeted for. Dry weather repairs, higher electricity and chemical charges due to extra demand along with increased treatment personnel costs have resulted in an adverse variance.

Wastewater - Wet wipes campaign and dry weather overflows along with significant repairs on pump stations and reticulation has contributed to a negative variance.

Solid Waste - The unfavourable variance reflects:the review of Council transfer stations undertaken this year. This review was not envisaged in the budget. Transfer station and refuse collection costs are expected to exceed budget for the year. HDC and SEL are currently in negotiation in relation to these sub activities.

Roading - Pavement maintenance will be overspent for the year as approved by council resolution C19/276. Professional Fee expected to exceed budget by $50k for the year.

Land Drainage - No mechanical cleaning took place under Covid-19.

Capital Expenditure

Capital works programmes is tracking behind anticipated levels. It is anticipated a number of projects will need to be carried over into the 2020/21 year. We have receiveda grant totalling $216k for low pressure pumps and pipelines at Karangahake.

0.0 0.5 1.0 1.5 2.0 2.5 3.0 3.5 4.0 4.5 5.0

Land Drainage

Roading

Solid Waste

Stormwater

Wastewater

Water

Millions

Capital Expenditure

YTD Actuals


Whaarangi 11 | 11 M 2764294

Leadership Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $33,000 Unfavourable YTD $(5,000) Favourable YTD $0

YTD budget $0 YTD budget $2,653,000 YTD Forecast $0Full year budget $0 Full year budget $3,657,000 Full year budget (Original) $0

Full year forecast $33,000 Full year forecast $3,662,000 Full year forecast $0

$33,000 $2,658,000 $0

0 500 1,000 1,500 2,000

Democracy

Iwi Liaison

Policy Development

Thousands




Democracy: $31k received from WRC and CMDHB for election contributions.


Policy Development: We anticipate a underspend this year of $100k due to less use of consultants in RMA Policy. This is a timing difference as the work will be done next year. a $35k overspend due to consulting for Kaiaua 21/20 Project is anticipated, see council resolution C18/585 and C18/586. This is covered by the budget carried forward from last year.

Democracy: Remuneration Authority determination on Councillor remuneration was higher than anticipated ($16k). In addition, WLASS Admin member charge higher than anticipated.

Capital ExpenditureNo capital spend or budget for this group of activities.



FOR DECISION

MŌ TE WHAKATAUNGA


AUTHOR David Fielden

Economic Development Manager


Appendix A: 2760078

PORTFOLIO HOLDER/S Councillor Harris


SUBJECT Information Services Proposal


Following discussions between Council’s chief executive and the manager of the Waihi Gold

Discovery Centre [WGDC], a revised proposal was requested from the Waihi Gold Discovery

Centre and PIH 2015 Limited for the provision of services in the 2020/21 year. This report

provides the background and options for Council to consider.

The decision is not considered to be a significant decision.




THAT the report be received, and

THAT the Council maintains the status quo for funding the information services activity, and

THAT the services provided be amended to focus on those required by tourists/the

community in the Covid-19 affected economy, and

THAT the Council considers these decisions to be insignificant under its Significance and

Engagement Policy 2017, and

THAT Council does not engage at this time.


The purpose of this report is to advise Council of the business proposal received from the Waihi

Gold Discovery Centre (as operator of the Waihi i-SITE) and PIH 2015 Limited (as operator of

the Paeroa Information Hub) for the provision of information services in Hauraki.


In line with the Agreement between Hauraki District Council, Waihi Gold Discovery Centre and

PIH 2015 Limited to provide information services to the public. In 2019, Council agreed to

extend the Agreement until 30 June 2020. The Council resolved that during the extension

period the providers would submit a plan outlining the future provision of information services

in the district. The plan is in Appendix A.

3 THE ISSUES | NGĀ TAKE

Over the last few months, Council’s Chief Executive and WGDC manager have had several

discussions regarding the provision of information services. The discussions were in response

to a letter that was sent to the Mayor and Chief Executive in late January. In summary, the

letter was seeking clarification of what Council expected from the information service providers

in terms of a proposal that we had requested for the provision of information services post 30

June 2020.

The Chief Executive’s discussions focussed on two main points for consideration:

That as a minimum Council would like to know what level of service they could supply

with a “combined” approach between Waihi and Paeroa with the current funding

allocation.

That if additional funding was required a business case would be required which

demonstrated what the return on investment would be for any additional funding.

Subsequently, it was agreed that WGDC would provide a proposal that looked at the next

financial year in Covid-19 recovery mode, but acknowledging that there is huge uncertainty as

to what information services will look like.

Council staff also acknowledge that they do not have a full understanding of what post Covid-

19 visitor needs are likely to be, so it is difficult to know what additional services could be

looked at for the increased funding option at this stage.



Council staff also suggest that withdrawing (or reducing funding) for the current service would

not be prudent in a time when it is likely we will be putting investment into growing our visitor

numbers.

The WGDC and PIH 2015 Limited require certainty of funding in order to plan for the 2020/21

financial year.

4 ENGAGING WITH OUR COMMUNITIES |

KIA UIA TE HAPORI WHĀNUI

Staff consider that the Council does have enough of an understanding of community views

and preferences on this matter. The level of engagement considered appropriate for this

matter, at this point in time, is to not to engage at this time.

5 OUR OPTIONS | NGĀ KŌWHIRINGA A MĀTOU

Staff have identified the following options for the Council to consider:

Withdraw funding: this option would see Council withdraw all funding towards Information

Services provided by the Waihi Gold Discovery Centre and PIH 2015 Limited. Maintain the status quo for funding the information services activity with a post Covid-19

focus: with this option, the funding would remain the same but the services to be provided

would be amended to focus on services in the current Covid-19 affected economy. Increase funding: this option would provide additional funding for the provision of

information services with a goal of stimulating/promoting the Hauraki District visitor

industry in a post Covid-19 environment.

These options and their advantages and disadvantages are outlined below.

5.1 OPTION 1: Withdraw funding

ABOUT THIS OPTION

This would mean that both WGDC and the PIH 2015 Limited would need to source capital to

operate from alternative sources. Alternatively, they could also decide that it is not practical

to continue which would potentially leave the district without tourism information services.

ADVANTAGES

Reduced expenditure for Council.

DISADVANTAGES

Potential increase to unemployment rate.

Confused and frustrated tourists.

Damage to the Hauraki brand.

Reduction in tourist numbers to Hauraki.

Potential adverse reaction from current

tourism providers who are in need of support

Reduced support and resource for

Destination Hauraki, Council’s tourism

strategy.

FINANCIAL COSTS Unknown

Whole of life costs Capital costs: N/A

Ongoing annual operating: N/A

One off operating cost: N/A

Budget source Community Growth

Changes to budgets In order to accommodate these costs there will need to be

changes to budgets.



Unspent funds in the Community Growth budget.

Impact on the Council’s debt There is no impact on the Council’s debt

Potential impact on rates There will be no impact on rates because expenditure on services would be reduced. Funds could be allocated towards other projects.

5.2 OPTION 2: Status quo funding with a post Covid-19 focus

ABOUT THIS OPTION

With this option, the funding would remain the same but the services provided would be

amended to focus on services in the current Covid-19 affected economy.

ADVANTAGES

Nil rates increase.

Services would be “tuned” to suit the need of

the post Covid-19 tourist/community.

Potential for less disruption to the tourist

industry.

DISADVANTAGES

No additional funding to support new

initiatives, which may arise to support the

tourist industry.

FINANCIAL COSTS


Ongoing annual operating: $146,704.00 01 July 2020 – 30 June 2021

One off operating cost: N/A


Changes to budgets In order to accommodate these costs there will not need to

be changes to budgets.

Impact on the Council’s debt There is no impact on the Council’s debt

Potential impact on rates There will be no impact on rates because the level of funding remains the same.

5.3 OPTION 3: Increase Funding.

ABOUT THIS OPTION

This option would provide additional funding for the provision of information services with a

goal of stimulating/promoting the Hauraki District visitor industry in a post Covid-19

environment.

ADVANTAGES

Extra funds would be available to promote

Hauraki as a destination for tourism.

Funds could be sourced from savings made

across Council’s other budgets.

DISADVANTAGES

Additional expenditure for Council.



Increased confidence from the tourism

providers who would feel supported through

this difficult time.

Extra funds would be available to resource

yet to be identified projects.

FINANCIAL COSTS


Ongoing annual operating: $150,000 01 July 2020 – 30 June 2021

One off operating cost: Potentially, $20,000 01 July 2020 – 30 June 2021



changes to budgets.

Funds could be sourced from the budget that has funds from the closure of the regional EDA.

Impact on the Council’s debt There is no impact on the Council’s debt.

Potential impact on rates There will be no impact on rates because the funds are held by Council.

6 PREFERRED OPTION| TE KŌWHIRINGA MATUA

Staff recommend proceeding with option two – status quo funding with a post Covid-19 focus.

6.1 LINKAGES

STRATEGIC

DIRECTION

The preferred option IS consistent

with the Council’s strategic

direction, including community

outcomes.

This option aligns with

Council’s tourism strategy,

Destination Hauraki 2030.

LONG TERM PLAN /

ANNUAL PLAN

ALIGNMENT


with the long term plan and/or

annual plan programmes and

budgets.

Funds for information

services were included in the

annual plan adopted by

Council.

POLICIES, BYLAWS

AND PLANS

ALIGNMENT


with the Council’s other

strategies, policies, bylaws and

plans.

The activity is consistent with

both the economic

development strategy and

tourism strategy.

SIGNIFICANCE

ASSESSMENT

The decision IS NOT considered

significant under the Council’s

Significance and Engagement Policy

2017.

Information services are an

existing activity funded by

Council.

IMPLICATIONS FOR

MĀORI

The decision DOES NOT involve a

significant decision in relation

to land or a body of water.

The dissemination of tourism

information does not affect

land, or water.



6.2 ASSESSING THE RISKS

Staff have identified the following risks associated with the recommended option.

Description of risk Level of risk How we could soften the risk Risk

remaining

No additional funding to

support new initiatives,

which may arise to

support the tourist

industry.

Moderate Allocate funds to the activity,

which can be drawn upon if

required and approved by

Council.

Low

7 NEXT STEPS | TE ARA KI MUA

Timeframe Action Comments

30 May 2020 Inform the providers of Council’s

decision

Approval

Prepared by David Fielden

Economic Development Manager

Approved by Langley Cavers

Chief Executive


Page | 1

Hauraki District Information Services Making a positive contribution to Community Growth

Waihi i-SITE Visitor Centre / Paeroa Information Hub April 2020


Rebecca.Jenks

FreeText

Appendix A

Page | 2

Overview: This proposal has been developed following recent correspondence and a meeting with Hauraki District Council chief executive, to clarify the requirements for the review of the information services provision by Waihi i-SITE and Paeroa Information Hub within the Hauraki district moving forward. As this proposal is being developed the effects of the global COVID-19 event are unfolding and New Zealand is in the COVID-19 Alert Level 4 lockdown. This is an evolving process and there is no doubt that this event is having a significant impact all around the world both from a health and economic perspective. The wider New Zealand economy, and the tourism sector in particular, will have its challenges going forward as a result of the above situation. Information services will play a key role in generating community connection and stimulating economic activity for the district as we all head out the other side of this unprecedented event. We would welcome the opportunity to work with council and other regional organisations in developing appropriate plans to move forward and believe this should be a priority. Given the developing COVID-19 situation and taking the above into account, this proposal provides an overview for information services delivery within the Hauraki district for the coming 12-month period, including thoughts for collaboration and planning relative to a COVID-19 recovery process and some comment on developing an appropriate delivery model for beyond July 2021. As previously noted and acknowledged, the current contracts for information services with both Waihi Gold Discovery Centre Ltd (Waihi i-SITE) and Paeroa Information Hub expire on 30 June 2020. Based on the information provided, it is requested that council extend the existing contracts to 30 June 2021. This action will provide some certainty around business continuity for Waihi i-SITE and Paeroa Info Hub operations in the immediate future, while allowing time for everyone to gain a better understanding of the unfolding COVID-19 situation and pathway ahead. This also allows time for council to undertake a review of its wider Community Growth portfolio, including the development of a relevant information services model.

Information Services Delivery 2020/21: The following provides an overview of the district information services that will be delivered for the 2020-21 year. As requested, this is primarily based on councils’ current budget allocation of $150,000 for information services during that period, being $88,500 for Waihi i-SITE and $61,500 for Paeroa Info Hub. As noted within this proposal, discussions on any additional funding opportunities would also be welcomed.

Service Provision 2020/21 Important and relevant visitor services will continue to be delivered to both residents and visitors of the Hauraki district. These services will be provided through a combination of face to face, physical displays and information distribution, phone and digital communication processes. Key services to be provided include:

Working collaboratively with other parties to facilitate and promote post COVID-19 initiatives Distributing information to local communities and visitors, including relevant COVID-19 information Promotion of activities and attractions within local towns and the Hauraki district Recommendations on activities and attractions in the wider Coromandel region Hauraki Rail Trail promotion, planning and recommendations for visitor engagement Recommendations on activities within the Karangahake Gorge area Local and regional accommodation and activity operator referrals and bookings Developing local tourism operator relationships and capacity Local, regional and national transport bookings Promotion of local eateries and retail businesses Promotion of local and regional events and happenings Promotion of and collaboration with local community groups


Page | 3

Day to Day Service Delivery and Operations 2020/21 The delivery of the information services within the towns of Waihi and Paeroa will remain the independent responsibility of the Waihi i-SITE and Paeroa Info Hub business operations respectively, for the coming period. However as noted below, there will be a growing level of collaboration between these two operations, along with other regional organisations going forward. Meeting regularly to share industry knowledge and information, and to identify opportunities for collaboration and collective initiatives will strengthen existing working relationships. This will be an important factor as Hauraki District Council reviews its wider Community Growth portfolio and a revised model for the delivery information services is developed. While delivering information services to both visitors and local residents each operation will:

Ensure it maintains appropriately trained and informed staffing levels to deliver friendly and efficient service, and relevant information to all customers

Maintain adequate business hours to meet the needs of its customers, acknowledging that this may vary to take into account different seasonal demands and operational efficiencies

Ensure its business environment and service delivery represents the local towns, district and wider region in a professional manner

Ensure it actively participates in the development and delivery of post COVID-19 recovery plans Reporting to council on information services delivery outcomes and relevant visitor industry data should be completed quarterly. This may also include presentations and meetings with council staff and committees.

Adding Value to Local the Communities and District 2020/21 While there will be a change in visitor market dynamics over the coming months, Information Centres and the services they provide will play a key role in stimulating economic growth through the visitor industry. And as such should be seen as strategic assets within any economic recovery plan in the immediate future and beyond the current COVID-19 situation. The economic benefits created by information services throughout the country, through both domestic and international visitor markets, are clearly demonstrated through i-SITE New Zealand economic impact analysis. Some key findings that remain relevant include:

For every $1 provided by council funding, the network returns on average $8.70 in GDP For every $1 of direct sales made by the network, there is $1.48 total additional spending in the

wider economy Approximately 59% of visitors were influenced to use a local activity, accommodation or transport

provider as a result of their visit to the local information centre Information Centres also create significant social benefits to local communities, offering an important community facility that:

Offers local employment and capability building opportunities Encourages visitors to stay longer within the district Encourages visitors to spend more money locally Promotes local businesses and experiences and displays marketing collateral Encourages visitors to experience local, district and regional activities Reinforces local and district identities, stories and branding Assists visitors and locals during natural disasters and other challenging events Provides a duty of care to visitors, such as safety and responsible camping while travelling


Page | 4

Operational Costs 2020/21 The following budgets have been prepared by each operation to provide an overview of the projected costs and revenues associated with delivering the information services provision outlined above. It should be noted that these forecasts have been adjusted to account for COVID-19 impacts, to best of ability given the uncertainty of the current situation. This includes projected reductions in revenue and potential costs savings where possible over the short to medium term. These budgets demonstrate the cost of delivering services still clearly exceed the current council funding allocations. While this proposal acknowledges the need to work within current council budget allocations, we would welcome the opportunity to discuss any additional funding provision that may be available.

Local, Regional and National Relationships 2020/21 A productive working relationship has been developed between the Waihi i-SITE and Paeroa Info Hub operations over the past year. This has created a sound platform for the sharing of information, industry knowledge and identifying areas for collaboration and will continue to build going forward. Delivering relevant and effective information services requires the partnership and financial support of Hauraki District Council. The current information services providers look forward to working with council to make a positive contribution to achieving objectives identified within its new Destination Hauraki 2030 tourism strategy and developing post COVID-19 priorities. Maintaining the effective working relationships that have been established with key regional organisations such Hauraki Rail Trail and Destination Coromandel will be vital to ensure promotional activities are coordinated and effective. This will be particularly important as a COVID-19 recovery plan is developed and implemented over the coming months. Waihi i-SITE currently operates as a member of the i-SITE New Zealand network. This network, supported by Tourism New Zealand, provides good business support including; industry knowledge and connectivity, staff training, recommendations on sales and booking systems, collective branding and the maintaining of network standards through regular Qualmark assessments. All of this ensures visitor service is delivered consistently, is measured regularly and maintain across the network. Waihi i-SITE will review its membership of the i-SITE network pending the outcomes of the upcoming strategic review and recommendations.

Information Services - Estimate Budgets 2020-21 (COVID-19 Adjusted)

Waihi i-SITE Operation Paeroa Info Hub Operation

Expenses:

Rent / Occupancy 26,000.00$ 20,000.00$

Staffing 80,000.00$ 60,000.00$

Marketing 5,000.00$ 5,000.00$

Admin / Other 26,000.00$ 9,000.00$

Total Expenses 137,000.00$ 94,000.00$

Revenue:

HDC Operating Grant 88,500.00$ 61,500.00$

Independent Revenue Target 28,000.00$ 14,000.00$

(Net income on Retail, Commissions & Advertising)

Total Revenue 116,500.00$ 75,500.00$

Net Profit/Loss 20,500.00-$ 18,500.00-$


Page | 5

Responding to the COVID-19 Event and Impacts: While the true impacts of the COVID-19 event are yet to be fully realised, there is no doubt that the tourism sector has been significantly impacted and will change in the short to medium term future. This includes:

Significant changes to international visitor travel to New Zealand, being influenced by strict border controls enforced by our government

Significant changes to Kiwi’s overseas travel, again being influenced by international border controls Unknown timelines around any relaxation or changes to the above border restrictions Domestic visitor movement ability and details if and when COVID-19 Alert Levels are changed The make-up of tourism markets during a recovery period, with current commentary suggesting this

will be a phased process depending on border and travel restrictions that include:

Opportunities for New Zealand domestic tourism coming first

And international markets to follow, with younger visitor markets possibly taking a lead Tourism New Zealand has been asked by the Minister of Tourism to lead a forum of both government agencies and industry groups in developing a plan for how tourism will operate post COVID-19, acknowledging a post COVID-19 tourism industry will play an important role in New Zealand’s economic recovery, but it will be different to the one that we have become accustomed to. The early outcomes of this work is expected towards the end of April. There is also work to be done on developing recovery plans at district and regional levels. As previously noted, the Waihi i-SITE and Paeroa Info Hub as existing information service providers, are well positioned to actively contribute to the economic recovery of the district and wider region. While there will be a number of discussions to be had and actions to be identified, we offer the following thoughts for consideration:

Utilising Waihi i-SITE and Paeroa Info Hub as strategic assets in a post COVID-19 recovery plan and process will be seen as ‘locals helping locals’ and will assist in building community cohesion

Waihi i-SITE and Paeroa Info Hub will initiate small local town advisory groups from local tourism operators and businesses, to help identify local opportunities for recovery:

These groups will be facilitated at a local level by Waihi i-SITE and Paeroa Info Hub

Feedback from these groups will be passed onto wider district and regional forums through Waihi i-SITE and Paeroa Info Hub participation

Aligning with Hauraki District Council’s priorities for post COVID-19 recovery plans will be important Developing a greater Hauraki ‘Visitor Experience’ and digital presence will be vital moving forward:

This may be a new platform or could be connected with existing digital channels

This will need additional funding resources to deliver desired results in the marketplace

Development will require local input and contribution to ensure the district’s unique experience is identified and promoted

On-going input and possible local management of this space might be considered Developing a smart marketing strategy and plan roll-out, based on the current predictions around

initial domestic market uptake and the slower rebuilding of international markets and may include:

Identifying and understanding the capacity of our local visitor experiences

Supporting these operators appropriately will be important to ensure quality delivery

The Hauraki Rail Trail provides a significant opportunity within our local offer

The promotion of visitor experiences should happen though various marketing channels at both local and regional levels, including information centres

Developing and maintaining productive working relationships with information service providers across the wider Coromandel region will important

Waihi i-SITE and Paeroa Info Hub look forward to working proactively with Council, Destination Coromandel, Hauraki Rail Trail and other organisations on developing and implementing these plans in the near future.


Page | 6

Hauraki Information Services Beyond July 2021: Through various conversations it has been indicated that Hauraki District Council wishes to review its priorities and investments more broadly across its Community Growth activities. The current information service providers support this as sensible given the changing landscape we all find ourselves in. As previously noted, information services will play an important role for the district’s economic rebuild and growth going forward. While the process for this review may still need to be confirmed there are a number of factors that should be considered for information services as part of this review. Some of these include:

The alignment with the recently adopted Destination Hauraki 2030 tourism strategy and how a revised information services model can assist with delivering some key objectives stated

Alignment with Hauraki District Council priorities for a post COVID-19 recovery process The opportunity to review and align responsibilities across various district economic development

associated organisations to gain both cost efficiencies and better outputs The growing Hauraki Rail Trail patronage and associated economic development opportunities Central government’s understanding, commitment that tourism will continue to play a key role in

generating economic development for New Zealand The report from Graeme Osborne as a result the HDC Information Services review done in May 2019.

In brief, some key findings and recommendations of this review were:

To complete the Hauraki District tourism strategy/plan providing a platform for a holistic plan in which visitor information services would be a key and integral element

There were inconsistencies in service delivery, operating systems and reporting under the current model and between the two centres

The Waihi i-SITE working under the i-SITE NZ network standards provided a consistent level of service, systems and reporting, all measured through the Qualmark assessment process

Paeroa Info Hub would benefit through the addition of appropriate operating systems and benchmarking processes

As confirmed by Tourism New Zealand and their on-going investment in the i-SITE network, there is identifiable value in maintaining a national network of visitor information centres

There is growing demand for digital presence and content for the tourism sector, including on-line sales capability

Hauraki District Council continuing to invest in Visitor Information Centres is justifiable and commensurate with the investment in the HRT and visitor spend in the district

To review current Visitor Information Centre funding levels against i-SITE NZ benchmarks to ensure the Hauraki Visitor Information network is funded to better serve visitor information needs into the future, noting the need to respond to the growing digital demands

Investigate the current visitor centres operating as one Hauraki District Visitor Information Network with a common leadership & management structure

Develop a new funding agreement to support the new model with an initial three-year term to allowing time for specific improvements and efficiencies to be achieved

Develop new contractual agreements with appropriate and clearly stated objectives and measures that match the needs of both the visitor sector and council

Ensure an integrated and collaborative approach is applied between district and regional organisations and agencies

The strategic review of the i-SITE New Zealand network that is currently being completed. The initial outcomes and recommendations of this review are due April/May 2020 and could provide valuable insights and guidance for the delivery of services within the Hauraki district moving forward

Waihi i-SITE and Paeroa Info Hub wish to again clarify their willingness to participate in a Community Growth review process, and to assist with establishing a relevant information services model for the Hauraki district moving forward.



FOR DECISION

MŌ TE WHAKATAUNGA


AUTHOR Steve Fabish

Group Manager- Community Services and Development


PORTFOLIO HOLDER/S Councillor Broad (Property)

Councillor Wilkinson ( Recreation)


SUBJECT New Ngatea Area Office and Library – Next Steps


Council has provided new libraries for the Paeroa and Waihi communities and incorporated a

service centre into the new Waihi Library building. As part of the 2018-28 Long term Plan,

options for upgrading the Ngatea Library and Service Centre were considered.

Following further community feedback, Council halted all work on its preferred option, ruled

out 11 Orchard Road as a potential future site, and went back to square one with the intention

of working with the community to develop a concept and vision for a library, service centre and

community space that has the community at its heart.

Council then decided the Ngatea Library and Service Centre would stay in the existing council

building, which may include building additions and alterations at the current site. Council is

now at the stage of initiating the planning and design phases for the new facility based on the

existing Ngatea Library/Service Centre building.

Consideration is now required on the following:

1. What services are to be provided in the building?

2. Layout and design of the building.

3. Communication plan.


1. Retaining the status quo.

2. Proceed with the formation of a Council working party delegated to work with staff in

developing the concept layout and design of the Ngatea Library/Service Centre building

and the development of a communication plan.



It is recommended that a Council working party be formed consisting of the Mayor - Toby

Adams, Deputy Mayor - Paul Milner (Chair), Plains Ward Chairperson - Ross Harris, Recreation

Portfolio Holder - Rino Wilkinson, Property Portfolio Holder - Ray Broad with the Deputy Mayor

as Chair. In addition, that the working party be delegated to appoint suitable people from the

community to represent the Plains Ward community and the district community to work with

the working party.



THAT Council proceed with the development of the new Ngatea Library/Service Centre

concept layout and design phase of the building.

THAT Council form a working party consisting of Mayor Toby Adams, Councillors Paul Milner

(Chair), Ross Harris, Rino Wilkinson, Ray Broad, Plains Ward Community Representative and

District Community Representative.

THAT the Council approves expenditure of $65,000 in the Recreation activity in the 2019/20

and 2020/21 year/s.

THAT the Council considers these decisions to be insignificant under its Significance and

Engagement Policy 2017.

THAT Council collaborate with the Plains Ward and district residents, and key stakeholders.


The purpose of this report is to seek Council’s approval to advance the planning stage of the

new Ngatea Library and Service Centre.


Council has provided new libraries for the Paeroa and Waihi communities and incorporated a

service centre into the new Waihi Library. As part of the 2018-28 Long term Plan, options for

upgrading the Ngatea Library and Service Centre were considered.

The council’s preferred option was the possibility of partnering with the Haurakian Trust, or a

newly formed Trust, to deliver a joint community space which would include a library service,

council service centre and other community based services. A possible site for this community

space was identified at 11 Orchard Road, Ngatea.

Following further community feedback, council stopped all work on its preferred option, ruled

out 11 Orchard Road as a potential future site, and went back to square one with the purpose

of working with the community to develop a concept and vision for a library, service centre and

community space that has the community at its heart.

This community feedback was undertaken and the results of this presented to council on the

29 May 2019. From this report the following resolution was made,

THAT Ngatea Library and Service Centre stay in the existing council building which may include

building additions and alterations at the existing current site, and

THAT Council accepts the feedback themes will form the basis of a community concept and

vision for the future Ngatea Library and Service Centre, and



THAT this concept and vision will be used as a guide when developing more detailed designs

and plans for the future provision of library and service centre services in Ngatea and

THAT a detailed summary of feedback will be presented to the community in a book at the end

of June 2019

It was also decided that the feedback themes will form the basis of a community concept and

vision for the future provision of library and service centre services in Ngatea, and that this will

be used as a guide when developing more detailed designs and plans. A detailed summary of

feedback was presented to the community in a book in July 2019.


Council is now at the stage of starting the planning and designing phases for the new facility

based on the existing Ngatea Library/Service Centre building. Decisions will need to be made

as to;

1. What services are to be provided in the building

2. Layout and design of the building

3. Communication plan

Later project stages and decisions will involve;

4. Cost of the project

5. Approval of tendering process and contractor appointment

6. Construction

7. Facility set up and opening

3.1 What services are to be provided in the building/concept layout and

design of the building/communication plan

Previous consultation with the community has provided council with concept and vision, which

will be used as a guide when developing more detailed designs.

As for other major council facility builds it is recommended that relevant council staff work with

a council formed working party to develop a list of services to be provided, concept layout and

design of the building. The working party will then make recommendations to council.

A communication plan for the project will be developed and approved by the working party.

It is estimated that evaluation of the existing building and its components condition, services

to be provided, design and layout concepts will take a period of 7-10 months.

3.2 Cost of the project/tendering process/contractor appointment/

construction/facil ity set up and opening

These processes will come later in the project phases and at this stage, is estimated to take a

period of 12 months.

All up, it is estimated that the project will have a timeline of 24 months from the beginning of

the process to the official opening.



4 ENGAGING WITH OUR COMMUNITIES |

KIA UIA TE HAPORI WHĀNUI

Staff consider that the Council does have enough of an understanding of community views

and preferences on this matter. The level of engagement considered appropriate for this

matter, at this point in time, is to collaborate (i.e. working together to develop understandings

and identify preferred solutions) with the Plains Ward and District residents, and key

stakeholders.



Retaining the status quo

Proceed with the formation of a council working party and develop concept layout and

design of the building/development of communication plan

These options and their advantages and disadvantages are outlined below.

5.1 OPTION 1: Retaining the status quo

ABOUT THIS OPTION

This option would involve continuing with the existing services and undertake no upgrades

or new services.

ADVANTAGES

Will result in no major capital cost to council

DISADVANTAGES

Library services and layout are not consistent

with what is delivered in the other 2 district

libraries

The building is in need of some building

components replacement

There is a community expectation that a new

library facility will be provided to a similar

standard to the other 2 district libraries

FINANCIAL COSTS Nil for a major upgrade, but will involve funding for existing building

components replacement

Whole of life costs Capital costs: Has not been identified yet, but will involve some building components replacement

Ongoing annual operating: No changes

One off operating cost: No Changes

Budget source Corporative Buildings- Ngatea Area Office


changes to budgets.

To provide funding for building components replacement

Impact on the Council’s debt Has not been identified yet

Potential impact on rates Has not been identified yet



5.2 OPTION 2: Proceed with the formation of a council working party and develop concept layout and design of the building/development

of communication plan

5.3

ABOUT THIS OPTION

This option will identify what services are to be provided in the building/ develop concept

layout and design of the building and development of a communication plan

ADVANTAGES

Community see project is underway

Previous community consultation feedback is

taken into account

DISADVANTAGES

There will be a cost to the investigation and

concept development phases, estimated to

be $65,000

Final project costs are unknown

FINANCIAL COSTS

Whole of life costs Capital costs: No capital cost at this stage

Ongoing annual operating: No ongoing annual operating cost at this stage

One off operating cost: Estimated a cost of $65,000

Budget source 2019/20 Annual Plan- Community Recreation – Level of Service $255,000

Changes to budgets In order to accommodate these costs there will not need to

be changes to budgets.

Impact on the Council’s debt There is an impact on the Council’s debt but has been

allowed for in the 2019/20 Annual Plan

Potential impact on rates There is an impact on Council rates but has been allowed

for in the 2019/20 Annual Plan

6 PREFERRED OPTION| TE KŌWHIRINGA MATUA

Staff and portfolio holders recommend proceeding with option two – Proceed with the

formation of a council working party and develop concept layout and design of the

building/development of communication plan.

6.1 LINKAGES

STRATEGIC

DIRECTION


with the Council’s strategic

direction, including community

outcomes.

Council’s Community

Outcomes of, Progress

Hauraki, Interactive Hauraki

and Lifestyle Hauraki



LONG TERM PLAN /

ANNUAL PLAN

ALIGNMENT


with the long term plan and/or

annual plan programmes and

budgets.

Allowed for in 2018-28 LTP

POLICIES, BYLAWS

AND PLANS

ALIGNMENT


with the Council’s other

strategies, policies, bylaws and

plans.

Is consistent with Council

Library Strategy

SIGNIFICANCE

ASSESSMENT

The decision IS NOT considered

significant under the Council’s

Significance and Engagement Policy

2017.

IMPLICATIONS FOR

MĀORI

The decision DOES NOT involve a

significant decision in relation

to land or a body of water.



Description of risk Level of risk How we could soften the risk Risk

remaining

Working party and

supporting staff don’t

stay within the scope of

the project and its

timelines

Moderate Working party terms of

reference are developed and

followed

Low

Feedback from previous

consultation is not taken

into account

Moderate The working party refer back

to the summary book

developed and ensure all

aware of community feedback

Low



27 May 2020 Council Decision

19 June

2020

Formation of Working Party and

development of Terms of Reference

30 June Communication Plan developed 12 month plan developed

June/ July

2020

Evaluation of the existing building Current building and its

components condition and options

July/ August

2020

Services to be provided identified



September-

December

2020

Design and layout concepts Architect appointed in August

Bi- Monthly Reporting progress back to Council Reporting may be shorter

intervals if required

It is estimated that evaluation of the existing building and its components condition, services

to be provided, design and layout concepts may take a period of 7-10 months.

Approval

Prepared by Steve Fabish

Group Manager- Community Services and Development

Approved by

Langley Cavers

Chief Executive


Whaarangi 1 | 6 2763720

FOR DECISION MŌ TE WHAKATAUNGA


AUTHOR David Varcoe Community Services Manager


PORTFOLIO HOLDER Councillor Wilkinson ( Recreation)


SUBJECT Turf renovation of number two field at Paeroa Domain


Council provides a number of playing fields for turf based sports in Paeroa.

There are three fields across two venues providing field lighting for sports teams to practice at night. They are Centennial Park number one field, and Paeroa Domain number one and number two fields.

The demand for this asset is high during winter months and is compounded by staff having to limit the number of practices/ games on the Paeroa Domain number one field to ensure quality of surface remains adequate for representative and A-Grade scheduled games.

There has been concern over the last couple of playing seasons of the deterioration of the turf-playing surface of Paeroa Domain number two field as it is now creating Health and Safety concerns for players through lower leg injuries.

Through consultation with Paeroa Domain users and New Zealand Sports Turf Institute, it is recommended to resurface the Paeroa Domain number 2 field. As these works require a field closure for six to twelve weeks post completion, it is an opportune time to complete these works now due to the impact of sport through Covid19.

The decision is not considered a significant decision.


THAT the report be received. THAT Council complete a full renovation of the playing surface of the number 2 field at Paeroa Domain. THAT the Council approves expenditure of $45,000 in the Paeroa Domain operational budget activity in the 2019/20 financial year. THAT the Council considers these decisions to be insignificant under its Significance and Engagement Policy 2017.


Whaarangi 2 | 6 2763720


The purpose of this report is to seek Council’s approval to complete a full turf renovation of the number two playing field at Paeroa Domain.

2 BACKGROUND | TE KŌRERO Ā MUA Council provides a number of playing fields for turf based sports in Paeroa.

Two venues provide field lighting allowing sports teams to practice at night. They are Centennial Park number 1 field and Paeroa Domain number 1 and number 2 fields.

The demand for this asset is high during winter months with practises spread between local clubs, High School and Thames Valley Rugby representative teams.

Staff have limited the number of practices/games on the number one field in Paeroa Domain to ensure the quality of the turf surface remains adequate for representative and A grade scheduled games. This has placed additional use of for practices on the number 2 field.

There have been concerns over the last couple of playing seasons regarding the deterioration of the turf-playing surface of the number 2 field Paeroa Domain. This potentially creates a Health and Safety risk through lower leg injuries for users.

There has been minor maintenance done to the field in the past but no full turf renovation.


Council has received considerable feedback from the Paeroa Domain users regarding the condition of the playing surface of the number two field at Paeroa Domain.

Staff engage New Zealand Sports Turf Institute to complete a yearly report for all of Councils playing fields to identify areas of maintenance or improvement Paeroa Domain is included within their report and below is a snippet from February 2020.

Paeroa Domain No. 2

Levels remain poorer than desired.

Recommendation 1. The best option is to resurface the No.2 field.

Due to the concerns raised by users, the assessment completed by New Zealand Sports Turf Institute and the condition of the number 2 field at Paeroa Domain, a decision on works to be completed.

The resurfacing works will take 10 days to be completed. However, the field will remain closed for six to twelve weeks following completion, to allow grass to take before any play can occur. COVID 19 provides an opportunity to do this work, as there will be limited sport play at the Domain following national guidance. The work will be funded through operational funds. The irrigation system on number two field does not have functional heads. These will be purchased using the existing Paeroa - Renewals Recreation fund.

4 ENGAGING WITH OUR COMMUNITIES | KIA UIA TE HAPORI WHĀNUI

Staff have engaged with the users of the Paeroa Domain and New Zealand Sports Turf Institute. Users have requested works be completed on the number 2 field, which is supported by the recommendation of New Zealand Sports Turf Institute to resurface the number 2 field.


Whaarangi 3 | 6 2763720


Staff have identified the following options for the Council to consider: Retain status quo Complete a full renovation through the LTP process, 2021-2031. Complete a full renovation now and help stimulate the Covid 19 economy

These options, their advantages and disadvantages are outlined below.

5.1 OPTION 1: Retain status quo

ABOUT THIS OPTION This option would involve continuing with the existing surface of the turf and undertake no relevel program.

ADVANTAGES Will result in no major operating cost to council

DISADVANTAGES Unhappy stakeholders, sports groups and park users Risk of injury to sports people using the field due to the existing condition Not taking an opportunity to help stimulate the economy

FINANCIAL COSTS Nil for a renovation costs

Whole of life costs Capital costs: Nil Ongoing annual operating: No changes One off operating cost: No changes

Budget source Recreation – Sports Fields – Paeroa Domain General

Changes to budgets Ongoing annual operating: No changes

Impact on the Council’s debt Nil

Potential impact on rates Nil

5.2 OPTION 2: Complete a full renovation through the LTP process, 2021-2031

ABOUT THIS OPTION This option sees a full renovation in year 1 (2021/22) of the new LTP if approved.

ADVANTAGES Stakeholders, Sports Groups and Park users will be happy Risk of injury due to uneven surface will be reduced

DISADVANTAGES Field will be out of commission for six to twelve weeks following completion of works Not taking an opportunity to help stimulate the economy


Whaarangi 4 | 6 2763720

FINANCIAL COSTS Whole of life costs Capital costs: No capital cost at this stage

Ongoing annual operating: No changes One off operating cost:$45,000

Budget source 2021/31 LTP Budget - Recreation – Sports Fields – Paeroa Domain Operational Budget

Changes to budgets Approved Operating budget through LTP process.

Impact on the Council’s debt There will be no impact on the Council’s debt.

Potential impact on rates There is a possibility this will impact on Council rates through the LTP process

5.3 OPTION 3: Complete a full renovation now and help stimulate the Covid19 economy

ABOUT THIS OPTION This option sees a full renovation in June 2020 if approved.

ADVANTAGES Stakeholders, Sports Groups and Park users will be happy Risk of injury due to uneven surface will be reduced Help stimulate Covid19 economy Reduced sport is anticipated due to Covid19, provide an opportune time to complete works without significant impact to users

DISADVANTAGES Field will be out of commission for six to twelve weeks following completion of works There will be a overspend in the 2019/20 Recreation – Sports Fields – Paeroa Domain operating budget of $45,000

FINANCIAL COSTS Whole of life costs Capital costs: No capital cost

Ongoing annual operating: Ongoing annual operating cost as per allocated budget One off operating cost: One off cost of $45,000

Budget source 2019/20 Recreation – Sports Fields – Paeroa Domain General operating budget

Changes to budgets In order to accommodate these costs there will be an overspend in the above stated budget

Impact on the Council’s debt There will be an impact on the Council’s debt by $45,000

Potential impact on rates There is no impact on Council rates for the 2019/20 Annual Plan


Whaarangi 5 | 6 2763720

6 PREFERRED OPTION| TE KŌWHIRINGA MATUA Staff and portfolio holders recommend proceeding with option three – Complete a full renovation now and help stimulate the Covid19 economy.

6.1 LINKAGES

STRATEGIC DIRECTION

The preferred option IS consistent with the Council’s strategic direction, including community outcomes.

Council’s Community Outcomes of, Progress Hauraki, Interactive Hauraki and Lifestyle Hauraki

LONG TERM PLAN / ANNUAL PLAN ALIGNMENT

Nil.

POLICIES, BYLAWS AND PLANS ALIGNMENT

The preferred option IS consistent with the Council’s other strategies, policies, bylaws and plans.

SIGNIFICANCE ASSESSMENT

The decision IS NOT considered significant under the Council’s Significance and Engagement Policy 2017.

IMPLICATIONS FOR MĀORI

The decision DOES NOT involve a significant decision in relation to land or a body of water.



Description of risk Level of risk How we could soften the risk Risk remaining

Cost over run

Low Quote for work already obtained and within budget

Low

Field not ready for play Low Prepare Wests field for use of training

Low

Communication with stakeholders, High School and Sports groups

Low Ensure all users are aware of the renewal of the #2 field

Low


Whaarangi 6 | 6 2763720



27 May 2020 Council Decision

1 June 2020 Procurement process Preferred supplier is engaged

10-20 June Complete required work Field will be out of commission for six to twelve weeks post completion of works

1 September Open field for use to clubs With low sport activity anticipated due to Covid19 this is opportune time to have the field renovated

Approval Prepared by David Varcoe

Community Services Manager

Approved by Steve Fabish Group Manager- Community Services and Development


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FOR INFORMATION

NGĀ MŌHIOTANGA


AUTHOR Group Manager Planning & Environmental Services – Peter Thom



SUBJECT

Planning & Environmental Services Report – April 2020


THAT the report be received, and

1 Summary

This month’s report outlines our activities including the way Covid 19 has impacted on these

activities. All Teams have had to adjust under Covid 19 lockdown working from home; adapting

their output to the different Covid 19 levels while also undertaking business as usual where ever

possible. Apart from the welfare focus by Emergency Response to Covid 19, Recovery has not

yet fully begun apart from focussing on economic development for the District and what capital

works projects we can bring forward to stimulate growth.

2 Customer Services Team

The month of April was definitely not normal by any means with Covid 19, however the team

adapted and worked extremely hard to ensure our customers were well-informed with all the

changes to the council’s services and facilities due to COVID-19. Service centres were closed,

and no customers were allowed on site.

The CSA team was kept busy with part of the team working from home completing various

tasks, including updating processes, knowledge base work, checking cemetery records and

responding to customer’s emails and service requests. They also completed rate rebate

applications over the phone. The balance of the team continued to answer the phones from

the council offices.

During the month, 2,028 calls were received with 1,842 calls (91%) resolved at the first point

of contact by the team. A service level of 92% was achieved (target of at least 80% of calls

answered within 20 seconds) with 52 calls abandoned (result 2.6%, target less than 6.0%).

Calls received this month related to refuse 24%, rates 17%, building 10%, water 6% with the

balance of calls spread across all other areas of the Council. April last year we received 3,323

calls.


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3 Development

30 April 2020

Consents Issued 2018/19 2019/20 Year to date

Building Consents 318 298 94%

Subdivisions 40 46 115%

Land Use 83 55 66%

Designations - - -%

Objections 1 1 100%

Certificates of Compliance 1 - -%

Variations 18 20 111%

Outline Plans 2 2 100%

Right of Ways - 2 -%

Extension of Time - - -%

Permitted Boundary Activity

Certificates 25 18 72%

170 144 85%

LIMs 383 336 87%

Landuse; Building Consent and LIM activity has decreased so far this year; while the

number of subdivisions has increased compared to this time last year.

4 Communications

COVID-19 comms has continued to take priority over the past month. As well as BAU, the

comms team has worked on the following Covid 19 related projects:

Promotion of LOVEHAURAKI campaign to support local business.

Creating COVID-19 website pages and communicating changes to council operations

and activities, including rubbish and recycling.

Developing a community group database to reach sectors of our communities who may

not have access to the internet. Community newspapers were not being published

during alert level 4 but are now being circulated again.

Worked with rates team on messaging to be included with rates notices/letters as an

alternative comms channel, especially for those without internet access during alert

level 4.

Supporting EOC PIM with key messaging. Supporting the Mayor through video and

other channels including radio and media.

At Level 2 the comms team can turn its attention back to other projects. Communication

around the Ngatea Main Street upgrade project has started again with NZ Transport Agency

taking the lead. The Wharekawa Coast 2120 project is also continuing, with the comms team

providing communications support. Other priorities for the coming month include: finalising

council’s communication policy; kicking off communications and media training for staff and

elected members; working on engagement options and ideas for the Long Term Plan;

reviewing and updating council’s brochures and letter templates, and working with the waste

minimisation working party to raise awareness and provide public education about minimising

waste.

Resourcing and investment is required to deliver an effective public education campaign that

seeks to create behavioural change in this area. The comms team does not currently have the


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capacity or specialised skill sets, such as data science expertise and ability to analyse

analytics, to deliver this type of campaign without external help. The proposed solution was to

engage Wave Creative Communications Agency (wet wipes campaign) to help with this.

However, the working party decided against that proposal because of the investment required,

and also because at that time a national public education campaign was due to be launched.

Comms staff have since worked with the solid waste team on developing some quick wins such

as a fridge magnet and updating the website with A-Z of recycling. They’re also working with

TCDC and MPDC comms on a joined up approach and communications plan for the short term

kerbside collection changes, and in the longer term collectively looking at community

education. This will require resourcing and a communications plan will be presented to the

waste minimisation working party in the near future.

5 Iwi Liaison

This month saw Larn’s role shift to the Iwi Liaison in the EOC. A lot of energy was put into

developing systems and processes that ensured Māori were adequately catered for under this

Emergency.

This involved:

Working with Iwi Entities throughout the entire EOC. These being the Hauraki Māori

Trust Board, Te Korowai Hauora o Hauraki, Ngāti Hauā, Ngāti Hinerangi and Ngāti

Raukawa.

Establishing points of contact with Group Emergency Management Centre.

Establishing key Iwi contacts within each of the Māori communities who then became

our points of contact; who then assisted in getting the correct services to vulnerable

communities. (A total of over 55 community reps identified and in place throughout

the 3 district Councils).

Working and liaising with Māori Wardens.

The first week was mainly focused on ensuring that those on water tanks had adequate water.

Over a million litres of water was delivered across the 3 District Council areas that formed the

Thames Valley EOC. This was a mammoth task that required large efforts within a short space

of time. Identifying where water was most needed as well as co-ordinating water tanks across

the 3 Councils proved very time consuming but the result was worthwhile.

Week 2 saw the attention then shift to Kai Parcels and then the delivery of these parcels.

These Kai Parcels were not only via our own community networks but also those of Te Korowai

Hauora o Hauraki. EOC also delivered all the Kai Parcels for the Hauraki Māori Trust Board.

Regular deliveries to the Matamata Piako area took place as well.

It’s worth noting that although a main focus was towards Māori. Many non-Māori were also

picked up as being vulnerable.

Across the two Councils we have noticed an increase in people moving home from the cities.

The last two weeks saw a drop of in services required. Once Level 3 was reached, many

whānau were then able to access the correct services and requirements.

6 Planning Implementation

6.1.1 Processing

For the month of April two subdivision, one land use resource consent, one variation to an

existing subdivision and two Permitted Boundary Activity applications were lodged. This is a

reflection of the restricted working environment posed by the COVID-19 Alert Level 4

lockdown. To date over that period all applications were processed within the statutory

timeframe of 20 working days.

All site visits delayed by COVID-19 Alert Level 4 have subsequently been completed.


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Consent processing staff are, where appropriate, continuing to work from home, and resource

consents continue to be issued and received for processing.

6.1.2 District Plan Changes

Work is progressing well on the proposed Miscellaneous Plan Change, with a final draft close to

completion. This will be placed before the District Plan Committee later this month/early June,

before commencement of consultation. Feedback has been received from Ngati Tara Tokanui

on the item of specific concern to it. We have been advised that Iwi in general are too busy

dealing with issues arising out of the lockdown to give this their attention. We will have to send

Iwi the final draft and give them time to consider it before we can publicly notify. They will also

have the submission period to respond if they have the time.

No progress has been able to be made with Iwi in relation to the Waihi and Paeroa rezoning

proposals, or in general, with staff concentrating on the Miscellaneous Plan Change.

6.1.3 Tirohia Landfill

Covid-19 Alert Levels 4 and 3 has delayed the lodgement of resource consent applications (to

both WRC and HDC) to build a new landfill cell within the boundaries of the area of land

already owned by Waste Management at Tirohia.

Waste Management are interested in the fast track process for resource consents being

proposed by the Government. They are waiting for the outcome of changes proposed to

legislation. Reassessment of the lodgement of the consent with Council will be made once

more is known regarding these outcomes.

6.1.4 Smythes Quarries Ltd.

Council has been advised by Smythes Quarries Limited that they have been working on

resource consent applications for a new stage for the expansion of Smythes Quarry. The

majority of the expansion will be within the Hauraki District but a minor s127 modification to

the Waikato District Council consent will be required. A suite of new regional consents will also

be required (as the current consents are due to expire in two years). Landscape, visual,

ecological, engineering, acoustic, archaeological, geotechnical and ground/surface water

reports are currently being prepared. Iwi consultation is on-going.

Smythes Quarries Limited is also aware of the potential for a new fast-track process for

resource consents and the mineral extraction industry is in discussions with the Government

about including quarries/cleanfills as these are critical for the shovel-ready projects,

particularly in the Auckland Region where there are already issues with adequate rock supply.

At this stage Smythes Quarries Limited intend to progress as normal (i.e. pre-application

meeting, complete application, submit to Council and so on), however, they will review the

process once the legislation comes out. If this project can be accepted by the new Panel then

it is likely that Smythes Quarries Limited will pursue the fast track process.

6.1.5 Fast Track RMA consenting

Minister Parker has announced new fast track consenting proposals under the RMA.

The Government has announced a major element of its COVID-19 rebuild plan with a law

change that will fast track eligible development and infrastructure projects under the Resource

Management Act to help get New Zealand moving again.

Environment Minister David Parker said the sorts of projects that would benefit from quicker

consenting included roading, walking and cycling, rail, housing, sediment removal from silted

rivers and estuaries, new wetland construction, flood management works, and projects to

prevent landfill erosion.


https://lgnz.cmail19.com/t/i-l-xiudkjt-jixtydhkk-r/

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The changes were approved by Cabinet last week and new legislation is expected to be passed

in June.

7 Regulatory Services

7.1 Building Team

Last month Council granted 32 Building Consent applications with 6 new dwellings and all

except two were processed within the statutory timeframe. Those applications that went over

time were by one or two days.

7.2 Food Control

Our Environmental Health food control team have been busy this month, keeping up with the

many changes from the Ministry for Primary Industries, and the way we conduct our checks on

food businesses. Normally an onsite visit is undertaken, however during Covid, the team has

been doing ‘Remote Checks’, which is done via video calls.

8 Dog Control

Last month Animal Control has continued with Covid 19 issues but the number of wandering

dogs off their properties has reduced and apart from a slight increase with stock on roads, the

month was quieter under Level 3 compared to Level 4.

9 Strategic Planning

2021 Long Term Planning

On the 3rd June a specific LTP workshop is programmed. Staff are currently preparing the

content for this workshop including:

activity briefings, focusing on levels of service, including performance measures, and risk

management.

analysis of results of the wellbeing community outcomes engagement (Our Place Ta Tātou

Kainga), which closed 30 March.

forecasting assumptions (including demographic projections)

strategic direction briefings on our infrastructure and financial strategies

how we fund our activities

Staff have also been preparing budgets, project sheets and business cases in preparation for a

two-day workshop with Elected Members 18th and 19th August to review the budgets in detail.

A pre-audit of two Asset Management Plans will be carried out in June 2020, by Audit New

Zealand. The purpose of this pre-audit is to provide direction as to if our Asset Management

Plans are on track to meet audit expectations. This pre-audit is expected to make some

aspects of the planning process more efficient, with issues being raised at this stage of the

planning process, rather in February 2021.

Wharekawa Coast 2120 – Looking Ahead

We’ve had a couple of zoom workshops with the community panel and they are considering

how they want to proceed with these meetings, and talking to the wider community, in the

absence of being able to meet face-to-face.

Work is continuing on the risk assessment part of the project, as well as the preparation of an

ecological impact assessment and economic profile of the area. This information will be used to

help the community panel work out what matters most and what is at risk from climate

change.


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Draft Development Contributions Policy

Notification has taken place of the draft Development Contributions Policy being open for

community feedback. A stakeholder meeting took place via zoom on the 15 May to answer

community queries. Only one stakeholder attended. At the time of writing this report, there

are seven submissions to the draft policy. The written feedback period closes on the 25 May

and a hearing of feedback and deliberations meeting is scheduled for 10 June 2020.

Promotional items

Following the community outcomes engagement process, it was identified Council needed

some branded items such as signage, flags, etc. for events. Strategic Planning has worked

with the Community Services team to determine a selection of these to help raise the profile of

Council at events and to increase visibility at some council facilities including the pools and

libraries. This order is in the process of being finalised.

Annual Plan 2020/21

Following adoption at the Annual Plan 2020/21 at the April Council meeting, the document has

been publicised and made available.

Carbon Footprint Inventory

The Council signed on to a Regional Carbon Footprint Inventory. The Inventory was recently

been presented to the Mayoral Forum and will be presented to the Council in the near future.

Separate items on the agenda

Attached as separate items on the agenda for consideration are:

Adoption of draft Directors of Council Organisations Policy 2020

New Zealand Deprivation Index 2018

Hauraki Gulf Forum update

10 Mining Matters

Mining Activity in Waihi

There is currently no mining activity at the Oceana Gold sites in Waihi due to the nationwide

Covid-19 lockdown. Whilst there is a skeleton crew on site to provide essential water

treatment and security services, there is no development or production work taking place.

Staff have agreed to a Company request to suspend publication of the East Ender (a

requirement of the Correnso consent) during the lockdown period (affecting at least the April

issue) as there is nothing to report and no way of delivering the document.

2019 Mining Compliance Schedule

What has become an annual monitoring and reporting compliance schedule for mining

activities in Waihi has been prepared for the 2019 year (previous compliance schedules were

prepared for 2017 and 2018)? The schedule summarises a large number of consent conditions

across a number of mining projects in Waihi and provides an assessment of compliance on

matters including: vibration and blasting, noise, surface stability, heritage protection,

rehabilitation requirements, requirement for peer review, etc.


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As in previous years, mining operations in Waihi continued to operate well within compliance

levels in 2019 and all of the required management plans and reports are in place. One area of

non-compliance noted in previous years, the absence of an escrow deed to record in detail how

the transfer of lands to be administered by the Martha Trust is to be undertaken, was rectified

via execution of the ‘Escrow Deed – Martha Trust Land’ in December 2019.

Bonds

At its meeting on 26 February 2020 the Council resolved to set the Rehabilitation and Closure

Bond at $54.84m and then at its meeting on 24 March the Council resolved to set the

Capitalisation Bond at $10.4m. Oceana Gold have been advised of these decisions via joint

letters from staff of Waikato Regional Council and the Council. We are currently awaiting

renewed bond documents to be prepared and circulated for execution.

Peter Thom

Group Manager: Planning and Environmental Services


Whaarangi 8 | 10 M 2737214

Appendix A: Monitoring Report

Publication of the Annual

Report.

That the Annual Report is

completed, audited and

adopted by Council by 31st

October, each year.

The last Annual Report for 2018/19 was adopted on 30 October

2019.

Special Consultative

Procedure

That all issues subject to a

special consultative

procedure meet the

requirements of the Local

Government Act, 2002.

This has been undertaken as required with all Council Plans;

Policies and Bylaws. At the time of writing, the joint sub-regional

review of the Waste Minimisation and Management Plan is

currently being consulted on in the form of the special

consultative procedure.

Resource Consents &

LIMs

Target Progress towards success

All notified resource

consents applications are

decided and issued within

statutory timeframes.

99% of all notified resource

consent applications are


70 working days.

30 April 2020

Notified Consents to the end of April 2020

In 2 Out of time 0 (Limited Notified)

All non-notified resource

consent applications are


statutory timeframes.

All non-notified consent

decisions, not requiring a

hearing, are issued within

20 working days.

1 July 2019 – 30 April 2020

Total 144 In time 143 99% Out of time 1 1%

Subdivision 46 In time 46 100% Out of time 0 0 %

Landuse 55 In time 54 98% Out of time 1 2 %

Other

Misc/Desig 22 In time 22 100% Out of time 0 0 %

Variations 20 In time 20 100% Out of time 0 0 %

Objections 1 In time 1 100% Out of time 0 0 %

Ext. of time - In time - 100% Out of time 0 0 %


Whaarangi 9 | 10 M 2737214

Issue

building

consents

within

statutory

timeframes.

100% of all

building

consents are

issued within

statutory

timeframes -

20 working

days

Apr 19 YTD

2018/19 Apr-20

YTD 2019/20

No. of Consents 30 318 32 298

% in time 100% 94%

New Houses

Paeroa 26 18

Waihi 49 55

Plains 34 20

TOTAL 109 93

0

5

10

15

20

25

30

35

40

45

50

No

. o

f B

C's

Month

Number of BC Processed

2018/19 '2019/20

0.00

2.00

4.00

6.00

8.00

10.00

12.00

14.00

16.00

18.00

1 2 3 4 5 6 7 8 9 10 11 12

Nu

mb

er

of

Days

Month

2019/20 Average Processing Time of BC's

2018/19 2019/20


Whaarangi 10 | 10 M 2737214

All LIMs are

issued within

statutory

timeframes

All LIMS are

issued within

10 working

days

Apr -19 YTD

2018/19 Apr-20

YTD 2019/20

No. of LIMs 32 383 11 336

% in time 100% 100%

LIMs by Ward

Paeroa 104 81

Waihi 159 149

Plains 120 106 383 336

# LIMS

2018/19 %in time 2018/19

Avg Processing

# LIMS 2019/20

%in time 2019/20

% Overtime

Avg Processing

July 49 100% 6.50 34 100% 0% 5.9

August 49 100% 6.00 31 100% 0% 6.5

September 32 100% 6.10 24 100% 0% 5.8

October 45 100% 6.04 34 97.1% 2.9% 6.5

November 44 100% 5.30 57 100% 0% 6.3

December 28 100% 4.3 43 100% 0% 4.1

January 25 100% 4.7 32 100% 0% 4.4

February 34 100% 5.8 38 100% 0% 5.3

March 45 100% 6.5 32 100% 0% 7.4

April 32 100% 5.4 11 100% 0% 7.2

May 35 100% 6.3

June 32 100% 6.3

TOTAL 450 100% 5.76 336 99% 1% 5.8

0

10

20

30

40

50

60

No

. o

f L

IMS

Month

LIMS Processed

2018/19 2019/20


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Decision Report

To: The Mayor and Councillors

From: Strategic Planner

Date: Wednesday, 18 March 2020

File reference: Document: 2733434 Appendix A: Directors of Council Organisations Policy 2020 (2703372)

Portfolio holder: The Mayor

Meeting date: Wednesday, 27 May 2020

Subject: Review of Director of Council Organisations Policy

Recommendation: THAT the report be received, and THAT the Council consider the Directors of Council Organisations Policy 2020, and THAT in accordance with section 57(1) of the Local Government Act 2002, the Council adopt the Directors of Council Organisations Policy 2020 attached as Appendix A [without amendment/as amended], and THAT a statement about the adoption of the Directors of Council Organisations Policy 2020 be included on the Council’s website.

1 Purpose

The purpose of this report is for the Council to consider and adopt the Directors of Council Organisations Policy 2020 (the policy). Attached as Appendix A is the policy, showing changes made to the 2015 version. The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable.

2 Background

A council-controlled organisation is one where councils appoint more than half of the directors and/or control more than half of the voting rights. There are currently two council-controlled organisations where the Council has the right to appoint a director; the Waikato Local Authority Shared Services and the New Zealand Local Government Funding Agency Ltd.


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The Council also appoints directors to three council organisations that were initially formed as council-controlled organisations, but have been exempt by way of resolution of Council. This means these organisations operate as council organisations until the exemption no longer applies. These organisations are the Hauraki Rail Trail Charitable Trust, Destination Coromandel Trust and the Martha Trust. Civic Financial Services is explicitly exempt from the requirements of a council-controlled organisation under the Local Government Act 2002,1 which means Council does not have to exempt it on a 3 yearly basis. The policy on the appointment and remuneration of directors The Council must adopt a policy that sets out an objective and transparent process for—

(a) the identification and consideration of the skills, knowledge, and experience required of directors of a council organisation; and

(b) the appointment of directors to a council organisation; and (c) the remuneration of directors of a council organisation.2 The Act also notes the Council may only appoint a person to be a director of a council organisation if the person has, in the opinion of the local authority, the skills, knowledge, or experience to— (a) guide the organisation, given the nature and scope of its activities; and (b) contribute to the achievement of the objectives of the organisation. The policy review process does not require the Council to undertake specific public consultation.

3 Issue and options

The Council’s 2015 Appointment and Remuneration of Directors for Council Organisations Policy is due for a five-yearly review, as required by the Act. The Council’s 2015 policy can be viewed here Feedback from Council staff, including the Council’s Chief Executive Officer, has been incorporated into the draft 2020 policy and the Mayor has recommended that the Policy be referred to the Council for adoption. The changes made to the 2015 policy during the review (other than minor plain English changes) are outlined below:

• Clause 5.1 – The policy wording is amended slightly to emphasise that the clause is about avoiding conflicts of interest, not having to comply with the entire Hauraki District Council Code of Conduct.

• Clause 6.2 – An additional statement is included; ‘if applicable, the skills and attributes of a director set out in the relevant trust deed and/or relevant governing document’. This statement is a reminder that the organisation may have its own skill set requirements that need to be considered in the appointment process.

• Clause 7.6 - The Policy now refers to the Council Organisation Appointment Sub-Committee and Council’s ‘Appointee Decision Making Matrix’ to align with the Council’s Delegations Manual.

1 Section (6)(4)(f) of the Local Government Act 2002 2 Section 57(1) of the Local Government Act 2002


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• Appendix A – The Council’s ‘Appointee Decision Making Matrix’ has now been attached to the Policy.

• Clause 9.2 – This clause now reflects the reality where the Council has appointed directors to CCOs for a maximum 3-year term. This policy amendment provides specific policy guidance that a term should not be longer than 3 years. An appointment could be renewed however, this should not be automatic but a considered decision of the Council.

• Clause 10 – These clauses have been amended to clarify that remuneration needs to be set in line with the governing Constitution, Trust Deed or rules and regulations.

• Clause 11 – The wording has been amended to include a statement that at least one director should be present to report on the activities of the council organisation to the council.

3.1 Option A – Adopt the Policy as attached

After discussion, the Council can choose to adopt the policy as attached. The changes to the policy have been reviewed by Council staff and the Mayor.

3.2 Option B – Adopt the Policy with amendments

After discussion, the Council can choose to make amendments to the attached policy prior to adoption. Staff would then make the relevant changes before it is placed on the website.

4 Significance and Engagement Assessment

This policy decision is considered not to be significant in nature because the Policy does not affect a large portion of the community, it is unlikely community interest will be high and there is no legal requirement to consult with the community. The level of engagement considered appropriate for this matter, at this point in time, is to inform the community of the review and adoption of the Policy and where a copy of the Policy can be viewed. A statement will be placed on the Council’s website and in the Hauraki District Council news pages.

5 Budget Implications

There are no budget implications associated with this decision.

6 Recommendation

The Council adopt the draft Director of Council Organisations Policy 2020, attached as Appendix A. Charan Mischewski STRATEGIC PLANNER


2020

Directors of Council Organisations Policy

our home, our future tō tātou rohe kāinga, tō tatou ao tūroa


charan

FreeText

Appendix A

Contents

1. Introduction .................................................................................................. 1

2. Objectives .................................................................................................... 1

3. Glossary ....................................................................................................... 1

4. Council involvement with an organisation ......................................................... 2

5. Conflict of interest ......................................................................................... 2

6. Skills, knowledge and experience of directors .................................................... 2

7. Appointment of directors to council organisations, that are not council-controlled organisations ................................................................................................ 3

8. Appointment of directors to council-controlled organisations ............................... 3

9. Term of Appointment ..................................................................................... 4

10. Remuneration of directors............................................................................... 4

11. Reporting responsibilities of directors ............................................................... 5

12. Dismissal ...................................................................................................... 5

13. Related Council policies/strategies or guidelines ................................................ 5

14. Review ......................................................................................................... 5

15. Document management and control ................................................................. 5

Appendix A: Appointee Decision Making Matrix .......................................................... 6

Appendix B: Examples of council organisations and council-controlled organisations ...... 7


Directors of Council Organisations Policy 1

1. Introduction 1.1. The Hauraki District Council is required by section 57(1) of the Local Government

Act 2002 to adopt a policy for the selection, appointment and remuneration of directors of council organisations.

1.2. The policy must set out an objective and transparent process for:

• the identification and consideration of the skills, knowledge and experience required of directors of a council organisation;

• the appointment of directors to a council organisation; • the remuneration of directors of a council organisation.

2. Objectives 2.1. In the appointment of directors process the most suitable person for the role is

chosen.

2.2. All appointments will be made through an objective, transparent and accountable process.

3. Glossary 3.1. Unless the context requires otherwise, the definitions of words or terms used in

this policy that are also used in the Local Government Act 2002, are those defined in that Act.

3.2. The following summary definitions are for guidance purposes only. Please see section 6 of the Act for fuller definitions.

Act means the Local Government Act 2002. Company means a body corporate.

Council organisation is in broad terms, an organisation in which the Council has voting interest or the right to appoint a director.

Council-controlled organisation

is a council organisation in which one or more local authorities control, directly or indirectly, 50% or more of the votes or have the right, directly or indirectly, to appoint 50% or more of the directors. For the purposes of this policy, reference to a council-controlled organisation includes those organisations exempt under the Act, and includes council-controlled trading organisations.1

Council-controlled trading organisation

is a council-controlled organisation that operates a trading undertaking for the purpose of making a profit.

1 At the time of writing this policy the Hauraki Rail Trail Charitable Trust, Destination Coromandel Trust and Martha

Trust are exempt from the requirements of a council-controlled organisation in accordance with section 7(4) of the Act. Civic Financial Services is exempt from the requirements in accordance with section 6(4)(f) of the Act.



Directors includes company directors, trustees, members, managers and office holders of an organisation.

Organisation includes partnerships, trusts, arrangements for sharing profits, unions of interest, co-operations, joint ventures and similar arrangements.

4. Council involvement with an organisation 4.1. Prior to the Council deciding to appoint a director to any council organisation,

Council’s involvement will be assessed against the following principles:

• the organisation’s goals and objectives must fit with the Council’s direction as stated in its Long Term Plan;

• appointments must apply good governance principles to the organisation; • the benefits of appointing a director must outweigh other methods of

achieving Council’s objectives.

5. Conflict of interest 5.1. The Council expects that any appointment to a council organisation will avoid

situations where the director’s actions could give rise to a conflict of interest. To minimise the risk of a conflict of interest, the Council requires:

• directors that are elected members to follow the relevant provisions of the Council’s Code of Conduct, and

• directors that are not elected members to follow the provisions of the New Zealand Institute of Directors’ Code of Practice.

6. Skills, knowledge and experience of directors 6.1. The Council may appoint a person to a council organisation only if the Council

considers that person has the skills, knowledge and experience to:

• guide the organisation given the nature and scope of its activities; and • contribute to the achievement of the objectives of the organisation.

6.2. The Council considers that any person it appoints to a council organisation

should, as a minimum, have the following skills:

• an understanding of governance issues; • either business experience or other experience that is relevant to the

activities of the organisation (or both); • sound judgement; • intellectual ability; • a high standard of personal integrity; • the ability to work as a member of a team; • if applicable, the skills and attributes of a director set out in the relevant trust

deed and/or relevant governing document.



6.3. In addition to the requirements in 6.1 and 6.2, a person appointed to a council-controlled organisation will have the ability to assist the organisation to meet its objectives as set out in its statement of intent and/or trust deed.

7. Appointment of directors to council organisations, that are not council-controlled organisations

7.1. The Council has a non-controlling interest in a number of council organisations, that are not council-controlled organisations. These are mainly not for-profit bodies. Appointments are made by the Council to these organisations for a number of reasons. These include to:

• provide a means of monitoring the organisation’s work where the Council has made a grant to that body;

• enable Council involvement where the activity is relevant to the Council; • to satisfy a request from the organisation that the Council appoint a

representative; • statutory requirements.

7.2. The Council will endeavour to minimise the number of appointments to a council organisation where the benefit to the Council of such an appointment is minimal.

7.3. Appointments to a council organisation will generally be Elected Members.

7.4. Appointments to a council organisation may include an employee of the Council when deemed appropriate by the Council.

7.5. Council will nominate potential directors at a meeting of Council at the beginning of each triennium (after local government elections). Following consideration of the nominees’ skills, knowledge and experience, the Council will appoint its preferred candidate by resolution.

7.6. Vacancies may occur during a triennium, or new organisations may seek a Council representative to their organisation. In these cases, the Council’s Organisations Appointment Working Party will consider all potential directors, having regard to criteria specified in this policy. The applicants will be scored against Council’s ‘Appointee Decision Making Matrix’ attached as Appendix A. The Working Party will make a recommendation to the Council on the appointment of a director and the Council will appoint its preferred candidate by resolution.

8. Appointment of directors to council-controlled organisations

8.1. Where there are positions for external appointments (non-Elected Members) to a council-controlled organisation, the Council will seek nominations accompanied by information about the nominee’s relevant skills, experience and attributes.

8.2. The Council Organisations Appointment Working Party will consider all applications for the appointment of directors to council-controlled organisations, having regard to criteria specified in this policy. The applicants will be scored



against Council’s ‘Appointee Decision Making Matrix’ attached as Appendix A. The Working Party will make a recommendation to the Council on the appointment of a director and the Council will appoint its preferred candidate by resolution.

8.3. Elected Members and employees of the Council are eligible to seek nomination as a director of a council-controlled organisation, however care should be taken as this may create a conflict between their obligations to the council-controlled organisation and their obligations to the Council.

8.4. An Elected Member or Council employee appointment to a council-controlled organisation must add value to the work of the Board and is not a substitute for a formal monitoring relationship between the Council and the council-controlled organisation.

9. Term of Appointment 9.1. Appointments to a council organisation, that is not a council-controlled

organisation, are generally for a three-year term. Appointments are made at a meeting of the Council shortly after the local government elections, or as recommended by the Council Organisations Appointment Working Party.

9.2. Appointments to a council-controlled organisation will be for a term of three years, unless the Council specifies a shorter time by resolution.

9.3. The term of appointment to a council-controlled organisation must comply with the Terms of Reference, Constitution, Trust Deed or other relevant rules and regulations for that organisation.

10. Remuneration of directors 10.1. Remuneration of Council appointments to council organisations is a matter of

public interest.

10.2. Elected members that are directors of council organisations and appointed by the Council will not receive the remuneration (if any) offered by that body.

10.3. In the event an employee of the Council is appointed to a council organisation that is not a council-controlled organisation, where remuneration is paid, the fees for that appointee shall be paid to the Council, unless the Council determines there are special circumstances.

10.4. Any director of a council-controlled organisation appointed by the Council will receive the remuneration (if any) offered by that body.

10.5. For council-controlled organisations, remuneration will be set in accordance with the Terms of Reference, Constitution, Trust Deed or other relevant rules and regulations for that organisation.

10.6. On reaching a view on the appropriate level of remuneration for directors the Council will consider the following factors:

• the need to attract and retain appropriately qualified people to be directors; • the level and movement of salaries in comparable organisations; • the past performance of the organisation;



• the financial position of the organisation; • the objectives of the council-controlled organisation and in particular whether

or not it operates on a charitable basis.

11. Reporting responsibilities of directors 11.1. As a minimum directors will report on the progress of a council organisation

annually. At least one director will present this information to the Council.

11.2. The specific reporting requirements for council-controlled organisations are outlined in the Act. At least one director will present annually to the Council.

12. Dismissal 12.1. All members are appointed "at the pleasure of the Council" and may be

dismissed by resolution of the Council.

13. Related Council policies/strategies or guidelines 13.1. The delegations for the Council Organisations Appointment Working Party are

contained in the Council’s Delegations Manual.

14. Review 14.1. The policy will be reviewed within five years.

15. Document management and control

Title Directors of Council Organisations Policy 2020 Sponsor Strategic Planning Approved by: Chief Executive Officer Adoption date: 27 May 2020 Review by: May 2025 File ref: 2703372

Property of Hauraki District Council



Appendix A: Appointee Decision Making Matrix Description Scoring

Yes/No

General Skills, Ability and Knowledge to: Guide the organisation given the nature and scope of its activities.

Contribute to the achievement of the objectives of the organisation.

Specific Skills: An understanding of governance issues.

Either business experience or other experience that is relevant to the activities of the organisation (or both).

Sound judgement.

Intellectual ability

A high standard of personal integrity.

The ability to work as a member of a team.

Meets the skill requirements as outlined in the relevant trust deed (if applicable)

Conflict of Interest: Does the candidate have an actual or perceived conflict of interest?

Note: A score of a ‘No’ under general or specific skills disqualifies the candidate for consideration. If the candidate has an actual or perceived conflict of interest this disqualifies the candidate for consideration.



Appendix B: Examples of council organisations and council-controlled organisations Council-controlled organisations

Waikato Local Authority Shared Services

New Zealand Local Government Funding Agency Ltd

Council organisations (exempt as council-controlled organisations)2

Destination Coromandel Trust

Hauraki Rail Trail Charitable Trust

Martha Trust

Civic Financial Services Ltd.

Council organisations

Waihi Vision Trust

Positive Paeroa

Go Waihi

Positively Promoting the Plains

2 These council organisations were established as council-controlled organisations, but at the time of writing this

policy are exempt from being a council-controlled organisation by the Council, or directly under the Act. However, the clauses that apply to council-controlled organisations in this policy also apply to these exempt council organisations.



FOR INFORMATION NGĀ MŌHIOTANGA


AUTHOR Charan Mischewski Strategic Planner

FILE REFERENCE Document: 2762315 Appendix A: Hauraki District Map - Statistics New Zealand geographic areas

PORTFOLIO HOLDER/S The Mayor


SUBJECT The New Zealand Deprivation Index 2018


The New Zealand Deprivation Index (NZDep) 2018 measures nine variables then assigns an area a score. The towns of Paeroa, Waihi and Ngatea and the Wharekawa Coast have 2018 deprivation scores that are an improvement on their 2013 scores. The authors of the NZDep do not publish the data used to inform the Index. While not directly comparable, Statistics New Zealand publish Census data that can give an indication of where things have changed in the District. Changes between the 2013 and 2018 Census include:

• The average number of households in the District with access to the internet increased by 14%, which is more than the New Zealand average increase of 9%.

• District home ownership rates increased by 4%, while the national average remained the constant.

• The District unemployment rate was 1% lower. The New Zealand unemployment rate was 0.8% lower.

• In the District an additional 5% of the population had qualifications, while the New Zealand average increased by 3%.

• The District saw an increase in personal yearly income of $1,500, while the average increase in personal income across New Zealand was $3,300.

In addition, in 2018: • 7% of the District population live in overcrowded homes, compared with 11% of the New

Zealand population. • The District has 2% more mouldy and damp homes than the New Zealand average.




This report summarises the findings of the NZDep2018 as it applies to the Hauraki District and compares the scores to the NZDep2013. This report also presents Census data to demonstrate the possible drivers of change in the NZDep scores since 2013.




2.1 What is the New Zealand Deprivation Index?

Socio-economic deprivation can be defined as falling below the adequate standard of living according to the majority of a particular society. Those who are identified as ‘deprived’ experience more hardships than their peers and in most cases have less income and insufficient access to resources, such as food, education and health care.

The NZDep measures variables from the Census and gives geographical areas1 across New Zealand a score. Scores range from 1 to 10, where 1 represents the areas with the least deprived scores and 10 the areas with the most deprived scores. The NZDep measures relative socioeconomic deprivation, not absolute socioeconomic deprivation. It reflects a continuum from 'least deprivation' to 'most deprivation.’ This means 10% of areas will always fall into the most deprived decile of NZDep scores. Subsequently an area could improve in some variables, but may keep the same score if other areas in New Zealand improve as well.

The authors of the NZDep note users should refer to 'areas that have the most deprived NZDep scores' rather than 'the most deprived areas'. This is because the NZDep is only a partial measure of the socio-economic reality of the communities it measures.

The NZDep was first developed after the 1991 Census and has been produced after each subsequent Census. The NZDep2018 combines nine variables from the 2018 Census, which reflect material and social deprivation. The variables have slightly different weighting on the results and have been modified over the years to reflect changes in society.

Figure 1: The nine variables of NZDep2018 Dimension of deprivation

Description of variable (in order of decreasing weight in the index)

Communication People with no access to the internet at home. In 2013, this replaced the question about ‘access to any phone at home’. It also applied to those under 65 years. In 2018, it applies to all ages.

Income

People aged 18-64 receiving a means tested benefit. People living in equivalised* households with income below an income threshold.

Employment

People aged 18-64 unemployed.

Qualifications

People aged 18-64 without any qualifications.

Home ownership People not living in own home.

Home support People aged <65 living in a single parent family.

Living space People living in equivalised* households below a bedroom occupancy threshold.

Living condition People living in dwellings that are always damp and/or always have mould greater than A4 size. New variable in 2018, replaced the variable of ‘people with no access to a car’.

* Equivalence scales are measures of the relative incomes or bedrooms needed by different types of families (e.g. with more people) to attain the same material standard of living.

2.2 Changes to the geographic areas since NZDep2013

As previously discussed with the Council, Statistics New Zealand changed the boundary areas for the collation of data prior to the 2018 Census. While meshblocks are still the smallest area for the collection of data, many meshblock boundaries changed in 2017 and new geographic areas known as SA1s and SA2s were established. This means for several rural areas in the District the NZDep2018 data cannot be compared to the NZDep2013 data.

1 NZDep2018 data is published at an SA1 and SA2 level. A map of the District is attached as Appendix A.



3 The New Zealand Deprivation Index 2018 The NZDep2018 shows the Hauraki District continues to experience higher levels of deprivation compared to other parts of the country, however several areas have improved deprivation scores. The key findings are summarised below:

• Waihi and Paeroa have a score of 9, which means they are in the top 20 per cent of areas that have the most deprived NZDep scores in New Zealand. This is an improvement since 2013 when both areas had a rating of 10, meaning they were in the top 10 per cent of areas with the most deprived NZDep scores.

• Hauraki Plains South is assessed as 9, the same score the Kerepehi Census Area Unit had in 2013. While the areas are not directly comparable since the boundary change, Kerepehi now sits within the Hauraki Plains South SA2.

• In 2013, Paeroa had a larger increase in its deprivation score than Waihi, overtaking Waihi as the area with the highest deprivation score. Paeroa still has the highest deprivation score in the District.

• Miranda-Pūkorokoro and Ngatea have improved deprivation scores. In 2013 Miranda- Pūkorokoro (Kaiaua Census Area Unit) had a score of 8 and now has a score of 7. In 2013 Ngatea had a score of 7 and now has a score of 6.

• Across the District the larger urban centres still have higher deprivation scores than rural areas. Waihi Rural has a score of 6 and Paeroa Rural a score of 7. Hauraki Plains East has a score of 6 and Hauraki Plains North a score of 7.

• Ngatea, Hauraki Plains East and Waihi Rural have the lowest deprivation scores in the District. Paeroa, Waihi and Hauraki Plains South have the highest scores.

The tables below shows the NZDep2018 and previous NZDep scores and ratings.2 Figure 2: NZDep2018 ratings and scores SA2 name SA2 average score SA2 average rating SA2 2018 Population

Miranda-Pūkorokoro 7 1016 849

Hauraki Plains North 7 1012 1155

Hauraki Plains East 6 996 1365

Ngatea 6 991 1452

Hauraki Plains South 9 1063 1533

Paeroa Rural 7 1025 1845

Paeroa 9 1104 4269

Waihi Rural 6 1003 2148

Waihi North 9 1095 1740

Waihi East 9 1073 1386

Waihi South 9 1104 2277 Figure 3: 2001, 2006 and 2013 NZDep ratings and scores shown in brackets Census Area Unit 2001 scores and rating 2006 score and rating 2013 score and ratingKaiaua Not in Hauraki District Not in Hauraki District 8 (1041) Ngatea 7 (1019) 6 (988) 7 (1019) Hauraki Plains 4 (952) 5 (972) 6 (978) Turua 4 (949) 4 (953) 6 (994) Kerepehi 9 (1073) 9 (1077) 9 (1091) Ohinemuri 6 (992) 6 (995) 7 (1003) Paeroa 9 (1078) 9 (1082) 10 (1118) Waihi 9 (1105) 10 (1111) 10 (1115)

2https://www.otago.ac.nz/wellington/departments/publichealth/research/hirp/otago020194.html#2018



4 2013 and 2018 Census Data The information in this section is sourced from Statistics New Zealand websites.3 The published Census data is not directly comparable with the NZDep variables. However, the published Census data can provide an indication of why the District deprivation scores may have improved.

4.1 No access to internet at home

In 2013, 63% of households in the District had access to the internet, compared with 77% across New Zealand. In 2018, 77% of households in the District had access to the internet, compared to 86% across New Zealand. This means the District average increased by 14%, which is more than the New Zealand average increase of 9%. This could contribute to the improvement in deprivation scores.

4.2 Personal income data

Statistics New Zealand do not produce equivalised household income data. The authors of the NZDep produce this. Statistics New Zealand has published 2018 Census personal income data. While not comparable with the NZDep scores, it has been included in this report for the information of the Council. The Hauraki District median personal income level (not household) in 2018 was $24,600 and the New Zealand median was $31,800. In Hauraki 10% of the population made over $70,000 and across New Zealand 17% of the population did. In 2013, the median personal income in the District was $23,100 and the New Zealand average was $28,500. From 2013 to 2018 the District saw an increase in personal income of $1,500, while the average increase across New Zealand was $3,300. Figure 4:

4.3 People aged 15 years and over unemployed

In 2018, the unemployment rate in the Hauraki District was 4.1% and in New Zealand, it was 4%. In 2013, the unemployment rate in the Hauraki District was 5.1% and in New Zealand, it was 4.8%. The District unemployment rate was 1% lower and the New Zealand rate was 0.8% lower.

3 https://www.stats.govt.nz/tools/2018-census-place-summaries/hauraki-district http://nzdotstat.stats.govt.nz/wbos/Index.aspx



Figure 5:

4.4 People aged 15 years and over without any qualifications

In 2013, 35% of the District population had no qualification and 7% had a level 7 qualification or bachelor’s degree or higher. In 2018, 30% had no qualification and 11% had a level 7 qualification or bachelor’s degree or higher. In 2013, 21% of the New Zealand population had no qualification and approximately 27% had a level 7 qualification or bachelor’s degree or higher. In 2018, 18% of New Zealanders had no qualification and 31% of New Zealanders had a level 7 qualification or bachelor’s degree or higher. Between 2013 and 2018 the Hauraki District saw a 5% increase in the number of people with qualifications, while New Zealand saw an increase of 3%. This could contribute to the improvement in deprivation scores. Figure 6:

4.5 People not l iving in own home

In 2013 in the Hauraki District, 65% of households in occupied private dwellings owned the dwelling or held it in a family trust. The New Zealand average was also 65%. In 2018 in the Hauraki District, 69% of households in occupied private dwellings owned the dwelling or held it in a family trust. The New Zealand average remained at 65%.



The District home ownership rates increased by 4% between Censuses, while across New Zealand the average home ownership rate remained the same. This could contribute to the improvement in deprivation scores. Figure 7:

Single parent family data is not available from Statistics New Zealand as a standard output so we cannot compare this data to the NZDep scores.

4.6 Overcrowding

The 2018 Census overcrowding data was recently released at the SA2 level. Crowding is caused when the homes that people live in are too small to accommodate the number of people in a household.4 In 2018 in the Hauraki District, 7% of the population live in overcrowded homes, compared with 11% of the New Zealand population. The area with the largest percentage of people living in overcrowding in the District is Hauraki Plains South with 13% of the population. Paeroa has the second largest percentage of people living in crowded homes with 11% and Waihi has 7%. Miranda-Pukorokoro has the least overcrowding with 1%. Ngatea and the rural areas in the district sit between 4% - 6% of the population living in overcrowded homes.

4.7 Mouldy/damp homes

Dampness is when a home feels or smells damp, or has damp patches on the wall, ceiling, floor, or window frames. In 2018, 24% of dwellings in the District are always or sometimes damp compared to the New Zealand average of 22%. Mould in homes is also measured, where mould bigger in total than an A4 sheet of paper was sometimes or always visible. In 2018, 19% of dwellings in the District always or sometimes had mould, compared to the New Zealand average of 17%. The District rates worse on this measure than the New Zealand average. As it was a new question in the 2018 Census, we cannot compare the findings with the 2013 Census.


The NZDep information and underlying Census data is used by the Council in several ways, including;

• to inform decision-making, such as the review of the revenue and financing policy and rates affordability, and

4 It presumes that there should be no more than two people to a bedroom, but that couples and children of certain ages can share a bedroom. The same threshold is used in Canada and Australia.



• to inform central government funding applications. The NZDep is also used by community groups and community-based service providers to describe the populations they serve, and to advocate for extra resources for community-based services. As part of the 2021-31 long term planning process the NZDep2018 and 2018 Census data will be incorporated into Council decision-making processes, including documentation.

Approval Prepared by Charan Mischewski

Strategic Planner

Approved by Jolene Nelson Strategic Planning Manager



APPENDIX A



FOR INFORMATION NGĀ MŌHIOTANGA


AUTHOR Cr Anne Marie Spicer Councillor


PORTFOLIO HOLDER/S Councillor Milner RMA and Regulatory Policy


SUBJECT Hauraki Gulf Forum - Update




This report provides an introduction to the Hauraki Gulf Forum for new Councillors, as well as an update from recent meetings of the Forum.

2 BACKGROUND | TE KŌRERO Ā MUA Formed under the Hauraki Gulf Marine Park Act 2000, the Hauraki Gulf Forum (HGF) is a statutory body, which promotes and facilitates the protection and enhancement of the Hauraki Gulf/Tikapa Moana. This year marked the 20th anniversary of the act and Hauraki Gulf Marine Park (HGMP).

There are 12 representatives from local and regional councils on the HGF; including seven from Auckland Council, and one each from Waikato Regional Council, and Matamata Piako, Waikato, Thames Coromandel and Hauraki District Councils. There are also six Tangata Whenua representatives.

The HGMP is New Zealand's first marine park. It covers 1.2 million hectares from Te Arai in the north to Waihi in the south. It includes the Waitematā Harbour, Gulf Islands, Firth of Thames and the east coast of the Coromandel Peninsula.

The HGF is required to identify and prioritise issues within the Gulf/Tikapa Moana. It is currently focusing on three priority areas:

1. Improving integrated management through collaborative planning, informed decision-making and action.



2. Restoring water quality values by addressing land use activities that degrade those values.

3. Recognising critical marine values and ecosystems and advocating for the protection, restoration and enhancement of areas within the park, where needed.

The HGF is also required to present triennial reports regarding the state of the environment of the Hauraki Gulf Marine Park.

3 PROGRESS UPDATE

This term, the Forum has had two meetings: one in Auckland on 17 February 2020, and a Skype catch-up with the Co-Chairs in March 2020.

3.1 2020 STATE OF OUR GULF REPORT

The latest state of the environment report - The 2020 State of our Gulf report - is available at www.haurakigulfforum.org.nz.

This report made for some grim reading. It acknowledges that, due to population growth, climate change and development, few improvements have been made since the Hauraki Gulf Marine Park was established. Shellfish, fish and birdlife are increasingly under threat from commercial fishing and development.

Current critical issues within the marine park, highlighted in the report include:

• Activities such as forest clearance and an increase in building development has resulted in a rise in sedimentation which, in turn, has resulted in shellfish-laden reefs becoming choked in silt. The continued clearance of land also allows other nutrients and pollutants to enter the gulf.

• Dredging is stripping the seafloor of our Mussel/Kuku beds, which are crucial for filtering the water.

• Scallops/Te Tipa are now at alarmingly low levels, and Cockle/Tuangi numbers have declined where gathering is allowed year-round.

• Crayfish/Kōura are now regarded as "functionally extinct" in the Gulf. The decline of crayfish/kōura means that kina are thriving and stripping important kelp forests, creating 'kina barrens' where there is little life.

• Commercial fishing over the past three years is up 30% on the previous three-year period. This increase has contributed to a 34% drop in tāmure/snapper populations, and a massive 470% increase in the number of blue mackerel landed since the park was established in 2000.

• There has been a sharp rise in the number of seabird and shorebird species now classified as threatened.

• The amount and number of marine pests has more than doubled, and the arrival of invasive species like the Mediterranean Fanworm is of huge concern.

However, there are some positives:

• Interest in the restoration of the Gulf/Tikapa Moana has grown, and there are more and more community groups and organisations keen to help restore the Gulf.

• Slower ship speeds have helped prevent ship strikes of Bryde's whales in the Gulf. • Pest eradication on the islands/motu of the Gulf, and native revegetation efforts, have

been very successful. • Thanks to the formation of the HGMP and the Hauraki Gulf Marine Park Act, and the

State of the Gulf reports (of which there have been six), we have useful detailed data to work with, including information on fish stock numbers. We also have a better understanding of the park's varying environments.

• For the first time, this Forum now has Co-Chairs, a decision made at this triennium's first meeting; and one Tangata Whenua representatives have long wanted.



• Interestingly, at a recent State of Gulf Technical Officers meeting, it was noted that air quality has substantially improved, due to a decline in transport use because of the COVID-19 lockdown and travel restrictions.

3.2 SEA CHANGE (MARINE SPATIAL PLAN)

The Sea Change – Tai Timu Tai Pari Hauraki Gulf Marine Spatial Plan (the ‘Plan’) was released in December 2016. It is New Zealand’s first marine spatial plan and contains a set of proposals for improving the health and mauri of the Hauraki Gulf Marine Park recognising that the Park is under increasing pressure from marine and land-based activities.

MPI and DOC are currently preparing the government response to the Sea Change Plan. This response will include a programme of works in the Hauraki Gulf Marine Park. MPI and DOC are engaging with our council, other stakeholders and iwi during May 2020. They advise that the Government Response Strategy will be delivered to Ministers by July 2020.



Aug 2020 Next meeting of Hauraki Gulf Forum at Matamata-Piako District Council

Nov/Dec 2020

Next meeting of HGF to be scheduled at HDC

Approval Prepared by Cr Anne Marie Spicer

Councillor

Approved by Peter Thom Group Manager – Planning and Environmental


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FOR INFORMATION

NGĀ MŌHIOTANGA


AUTHOR Lukas de Haast

Transportation Manager

FILE REFERENCE Document: M2762724

Appendix A: Financial Report

Appendix B: Gilmour Street Traffic Counts – 15 Nov 2019

(M#2762703)

Appendix C: REG Data Quality Report 2018/19 (M#2762586)

PORTFOLIO HOLDER/S Mayor Adams

Transport portfolio


SUBJECT Transportation Report April 2020


This report provides the latest information on the Hauraki District Council’s Transportation

activities for the period ending 30 April 2020

Reporting on the effects of traffic calming measures in Gilmour Rd, Waihi is included in the

report.

Findings of the Road Efficiency Group (REG) Data Quality Report are also discussed.

It is noted that all major projects are progressing and that maintenance activities are

recommenced after the COVID19 lockdown, but that it could still have significant effects on

delivery and budgets.




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This report provides the latest information on the Hauraki District Council’s Transportation

activities for the period ending 31 April 2020.

Further reporting includes:

Feedback on traffic calming measures implemented in Gilmour Street

Presenting findings of the Road Efficiency Group (REG) Data Quality Report

Feedback on how Covid-19 is currently affecting the Land Transport Activity

2 ACTIVITY UPDATE

2.1 OPERATIONAL ACTIVITIES

Government Alert Level 4 and 3 lockdown restrictions in response to the COVID-19 pandemic

affected operational maintenance activities during April 2020. However, road and street

lighting maintenance activity continued on the network in accordance with the Hauraki District

Council Engineering Group Recovery Plan, Covid-19 Recovery Plan – Alert Level 3. Each

individual contractor has also been required to adhere to its own protocols and Health & Safety

Plans addressing Covid-19 restrictions.

A summary of operational maintenance work and activities done during the month of April

2020 is given below:

Ongoing cyclic maintenance activities included:

o Sealed pavement pothole repairs;

o Unsealed pavement pothole repairs and surface & shape restoration;

o Drainage routine maintenance;

o Detritus and slip removal for sealed surfaces and rural lined & unlined channels;

o Sign routine maintenance;

o Edge marker post (EMP) maintenance;

o Raised pavement marker (RPM) maintenance; and

o Rural litter removal.

Pre-reseal Repairs

o Unfortunately, due to the impacts of Covid-19 restrictions on construction

progress, pre-reseal repairs in preparation for next construction seasons reseals

(2020/21) were not completed in full this construction season. Due to the risks

associated with continued works in the wetter winter months, no more 2020/21

pre-reseal pavement repair works are to be undertaken pre-winter 2020. These

outstanding pavement repairs will now be rescheduled for early next

construction season (September/October 2020). Note all other 20/21 pre-reseal

repairs (e.g. drainage, K&C repairs) are to continue over winter.

o Progress summary on the major aspects of pavement and drainage repairs below.

Pavement repairs: Approximately 91% of the proposed pavement

stabilisation repairs for the 2020/21 construction season were completed

(3,900m2 of 41,288m2 outstanding). Sites which are not able to be

delivered during the current construction season are currently being

reprioritised by the Transport Team.

Drainage repairs: Approximately 95% of kerb & channel and dish channel

installation drainage repairs (460m of total 8,645m outstanding) for the

2020/21 construction season are still to be completed. These can

continue over the winter period.

Drought effects on roading network

Several roads on the Hauraki Plains have been identified with more extensive cracking and

slumping stemming from the dry weather and underlying soil susceptibility to change in

water content. The road maintenance contractor has completed pavement repairs on sites

identified as a high safety issue prior to winter. These include eight (8) sites across five (5)

roads including:


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o Pipiroa Rd;

o Bush Rd (Plains);

o Kaihere Rd;

o River Rd (Plains), and

o Ferry Rd (Komata).

The contractor is currently identifying and programming repairs on lower priority sites. As

such, the full scale of drought related pavement failures are not yet known. Drought

affected road inspections are approximately 48% complete with an estimated 2-3 week

timeframe remaining. This includes revisiting some sites to check faults have not

deteriorated.

Emergency Response

o Taieri Rd (large tree branch removal);

o Pukekauri Rd (ongoing monitoring of temporary speed limit traffic management

surrounding two culverts which are currently in the design phase for

replacement);

o Savage Rd (removal of large tree down blocking both lanes)

o Interim repairs and traffic management monitoring on drought affected roads

(Ferry Rd (Komata), Bush Rd (Plains)).

Rural roadside spraying and mowing

Roadside weed spraying and mowing continued within the lockdown period following

clarification that it is an essential service which ensures roadside signs and delineation

devices are visible to motorists, particularly at night. The current spraying round is

expected to be completed in 2-3 weeks, weather dependent.

Bridge Works

o Routine type maintenance:

The road maintenance contractor continues to complete bridge works across the

district for routine type maintenance identified during structural inspections

following the relaxing of Covid-19 restrictions to Level 3.

o Kaihere Rd Bridge No.1:

Works to replace six (6) deck units and routine maintenance on Kaihere Rd Bridge

No.1 has been completed. The bridge is still under a temporary speed limit which

is to be left in place until final surfacing can be reinstated on two of the replaced

deck units to restore road crossfalls. Several surfacing options are being

considered by the team at present.

Piako River Bridge Traffic Signals:

Internal approval is currently being sought for the installation of a UPS on Piako River

Bridge No.16 to address power quality issues to the traffic signals and resolve ongoing

issues with the signals going into safety mode (amber flashing). The Transport Team will

now look to recommence this project after being put on hold during the COVID-19

restricted period.

Unsealed Roads

A full network unsealed road grading round commenced in mid-April 2020. The Waihi ward

has been completed, with the crew to commence in the Plains ward the week of Monday 11

May 2020. There is an estimated 2-3 weeks remaining in the grading round, weather

dependent.

New pavement markings for rural roads

Several roads (52) in the district are to have new centreline and/or edge line installed on

specific lengths to improve delineation for the motorist. These were scheduled to be

completed in conjunction with the annual remark, however this project was put on hold

during the COVID-19 lockdown period. Works are currently being reprioritised by the

Transport Team, however it is likely this work will be programmed to coincide with next


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construction seasons annual remark to maximise cost efficiencies and mitigate works being

completed in unsuitable weather conditions.

Ultra-Fast Broadband (UFB) Rollout

o Works have recommenced following the relaxing of COVID-19 restrictions under a

Level 3 alert level. This includes customer service requests relating to UFB now

being investigated.

o QA and Inspection Support is being provided by WSP. This includes provision of

project management and coordination for the Paeroa UFB project, daily site

visits and dealing with issues as needed.

o Council have not yet signed off completion certification for any works for any

townships in the district. Currently working through inspections for Waihi and

Ngatea while also considering outstanding issues with the Waters Services

Team.

2.2 CAPITAL PROJECTS

2.2.1 PROJECT ACHIEVEMENTS

Table 1 below shows the progress on the main capital projects scheduled for the 2019/20

financial year.

Table 1: Main Capital Projects – 2019/20

Budget, Programmes and

Projects

Progress

% complete

Comments / explanations (if off-track)

Reseals – 2019/20 100% Reseals completed in January 2020

Pavement Rehabilitation –

2019/20 100%

Construction of Pavement Rehabilitation

sections on Old Tauranga Rd, Central Rd

South and Kaihere Rd are completed.


2020/21 90%

Awaiti & East Coast Rd design and contract

documentation is complete. Will be ready to

go out to market around June with

construction scheduled for summer of

20/21.

TS have recommended Pipiroa road be

treated as a maintenance activity to achieve

25-year design life. Recent drought damage

however resulted in this project being re-

activated to proceed to detail design phase.

Minor Improvements (2019-

20) 40%

Progress on current projects:

Station Rd/SH25 intersection

pedestrian crossing construction to

start as soon as Raroa Rd

construction is complete

Waitete Rd footpath between Kimberley

and Rata Streets contractor

appointed. Construction to start

after completion of Raroa Rd/Thames

Rd footpath.

Top 11 Safety Risk roads – low cost

treatments of 9 roads: Designs issued

to Maintenance Contractor.

Roadmarking partially completed and

signage installation underway

Mahuta Rd North Bridge No. 2: Project

Feasibility and Rating Review reports


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Projects

Progress

% complete


received. The Bridge is currently

being posted at a gross weight limit of

16500kg and reduced speed limit of

10km/h. Replacement of the bridge

is recommended with options ranging

from $510k to $1,5M. An options

report is to be presented to

Council

Network wide assessment and making

safe of slips on unsealed roads – final

report received. Awaiting site

instructions to be issued to

Contractor.

Signage to indicate the end of

maintained network – design stage

Warning signage at Kindy’s and

Playcentres – issued to

maintenance contractor

New Kea crossing at school in

Coronation Rd – completed

Potential upgrades to existing Kea

Crossings in Norwood Ave – updated

changes to intersection with

Ohinemuri Place presented to Ward

Whiritoa streetlighting upgrade – light

survey of entire town to be done by

the end of June

Package of edge lines and centrelines

to be implemented district wide as

part of annual remark –delayed to

next annual remark due to Covid-

19

Speed limit bylaw review (speed

management) – Speed Management

Plan to be done. Awaiting project

plan from RATA

Hauraki/Huirau intersection widening

project – consultant appointed for

detail design, construction in summer

of 20/21

Waitawheta Bridge Minor Safety

Improvements – Technical Services

appointed for design

Ward Projects 2019/20 45%

Plains Ward:

Kerepehi Town Rd Footpath – Construction

completed with minor snag list outstanding.

Asset information to be recorded.

Waihi Ward:

Whiritoa Footpath Renewals: Completed.

Only installation of tactile pavers

outstanding, delayed by lockdown.


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Projects

Progress

% complete


Paeroa Ward:

Queen str footpath renewal completed.

Raroa Rd/Thames Rd footpath renewal and

extension construction underway

Bridge and Structures

Component Replacement 25%

Design inspections completed and design of

package of high priority works progressing.

Selected projects to be implemented during

current LTP.

Bradford Street Extension 35%

Design and land agreements completed.

Land purchase is currently going through the

process. The tender process is scheduled to

start in June 2020. Construction is planned

to be done in summer of 2020/21 due to

land purchase delays.

Ainslie Rd Footpath Extension

and Streetlighting 90%

Ainslie Rd footpath extension and road

widening related to the new Kindy has been

completed.

Mahuta Rd North Underslip 65%

Construction was scheduled to be completed

on 30 April 2020, but work was suspended

due to CV19 lockdown. The suspension

resulted in a resource consent for winter

work being required. Approval for this

consent was granted in May, which will result

in cost increase due to erosion matting being

prescribed by WRC.

Progress Key:

= Off track / behind schedule / over budget

= Rescheduled

= Off track but will be back on track soon

= On track

= Completed


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2.2.2 PROJECT GOALS FOR NEXT MONTH

The work scheduled for May 2020 is shown in Table 2 below.

Table 2: Capital Work Programme for May 2020

Project Ward Comments


2020/21 District

Pipiroa Rd AWT Options Report.

Tender process for Awaiti West Rd and East

Coast Rd AWT’s to commence

Minor Improvements District

Project designs to continue.

Appointed projects to continue with

construction.

Mahuta Rd North Underslip District Construction to restart as soon as consent

requirements are implemented.

Ward projects Wards

Paeroa Ward – Thames Rd and Raroa Rd

footpath construction.

Waihi Ward – Whiritoa footpath renewal project

tactile pavers to be installed

Waitete and Thorn Rd Footpath construction to

commence

Plains Ward – Kerepehi Town Rd footpath snag

list to be completed

Maintenance Contract

Renewals District

Unsealed road re-metalling and culvert

replacement programmes to resume.

2.2.3 KEY ISSUES AND RISKS

The following major risks associated with the capital programme have been identified.

Table 3: Capital Programme Risks

Issue or Risk Budget Implications Mitigation Measures

Claims for cost and time

extensions due to CV19

lockdown

Unclear at this stage Manage contracts in

accordance with advice from

Industry Associations and

Ministry of Business,

Innovation & Employment

Delays to projects due to

CV19 could result in

completion dates to be

moved to next construction

season.

Medium Manage contracts, make

sites safe, protect assets.

2.2.4 Outcomes of Traffic Calming Measures in Gilmour Str

As per Council Resolution C19/51, Traffic Calming measures, and the prohibition of trucks

during the night, was implemented in Gilmour Street, Waihi in the 2018/19 financial year.

By comparison of traffic and speed counts (1 Aug 2018 and 15 Nov 2019) before and after the

project, the following was found with regards to the outcome of the project:


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The 2019 overall traffic volume is 15730, which is about 18% higher than the previous

count in 2018. This does not necessarily reflect an increase in traffic, as the counts

could be reflecting seasonal fluctuations.

85th percentile speed reduced from 59km/h to 58km/h

95th percentile speed reduced from 64.4km/h to 63km/h

Median speed reduced from 51.8km/h to 50.8km/h

Classes 4 to 13 vehicles travelling on Gilmour Str between 22h00 to 06h00 reduced from

44 to 7 for the count period reflecting an effective decrease of 86%. The effective

decrease was calculated taking into account the apparent increase in traffic volume

from 2018 to 2019.

Based on the above it is concluded that the traffic calming measures had limited effect on

vehicle speed. The heavy vehicle prohibition during night-time hours did however result in a

significant decrease during those hours.

2.3 ASSET MANAGEMENT

The Land Transport Procurement Strategy was submitted to NZTA and comments are

currently being addressed.

The drafting of the new General Road Maintenance Contract is currently underway, with

some key improvements being targeted.

Approval was given for Visual Road Condition Ratings to proceed under Level 3, but

Traffic Counting was halted as traffic movements under Level 3 will not be

representative of long term trends.

LTP work on Project Sheets and budgeting continues.

dTIMS modelling is done by an external consultant and is administered by RATA. dTIMS

modelling is done to analyse trends in road pavement deterioration and to provide input

for decision making on renewal requirements and budget forecasts. This modelling is

currently underway with the intention to provide initial results in April/May. Field

validation is scheduled for July and the Final Report is due in October.

An assessment of pothole trends within the current Road Maintenance Contract was

done. A cumulative plot of the dispatches (potholes and edge breaks) indicate a fairly

uniform trend with some seasonal fluctuations as expected. At the moment it does not

look like the increased reseal programme of the last two years started to affect this

trend, although it must be noted that the trend only increased approximately two years

after the reseal programme was reduced in 2013/14 and 2014/15. On average 118

potholes were fixed per month for the last 45 months. The most potholes were fixed in

September 2019 (287). The top 10 roads in terms of pothole density were:

o Pukekauri Rd (around Substation Cnr – Holding repairs completed)

o Waihi Beach Rd (remedied by an AWT project)

o Old Tauranga Rd (remedied by an AWT project)

o Kaihere Rd (AWT project completed)

o Waitekauri Rd (further investigation required)

o Pipiroa Rd (drought damage, AWT being designed, repairs completed)

o Rotokohu Rd (Reseals done, and temporary speed limit in place)

o Hauraki Rd (several sections of road being resealed in current two-year contract)

o Ferry Rd (Plains) – (severe drought damage, reseal being planned)

o Mclean Rd – Leading to a quarry, currently under normal maintenance regime.

Work to compile and prioritise all Minor Projects from potential project lists into a

Forward Works Programme for the LTP is progressing well.

The Road Efficiency Group releases data quality reports annually. The Hauraki District

Council Data Quality Reports for 2018/19 can be found attached in Appendix C. Areas

noted for improvement are:

o High speed data (roughness etc.) – this is due to the timing of the HSD collection

programme which although endorsed by NZTA is not done to frequency as per

the NZTA requirements. During the LTP funding will be sought to bring the data

collection programme into line with the NZTA funding requirements.

o Traffic loading – the current traffic counting methodology is outdated and is in the

process of being reviewed by RATA.


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As resources becomes available within the Transport Team additional in-house

assessments of the HSD will also be done to improve our understanding of the

pavement deterioration trends. Specific emphasis will be placed on understanding the

relationship between pavement deterioration, seal age and underlying soil types.

General performance of Contractor with regard to cyclic activity has been deficient in

some areas. This is being reflected in performance monitoring results. Deficiencies in

cyclic activities are to be addressed in workshops with the Contractor, this will look to

be pursued again after it was put on hold due to the Governments COVID-19 pandemic

response restrictions. The Transport Team is also continuing to review the existing

Maintenance Contract for procurement improvements moving forward.

2.4 COMMENTS ON EXPENDITURE FINANCIAL YEAR TO DATE

Expenditure to date is still tracking within the projected approved budget. Items of interest to

note is that:

1. Underspend on Non-subsidised budgets due Covid -19 limitations and less expenses on

noxious weed control.

2. Pavement maintenance will be overspent for the year as approved by council resolution

C19/276. $500K was moved from capital to operational budget to accommodate this.

Due to current factors including Covid -19, we anticipate carrying forward most of the

remaining unspent budget into 2021 financial year.

3. Overspend in Professional Services due to Long Term Planning and RATA database work

along with effects of new staff. Currently anticipating the variance to be closer to $50K

by year end.

4. NZTA subsidy for footpath maintenance and renewal was not reflected in budget figures

as it was not historically subsidised. This has resulted in more income than originally

budgeted.

5. Income is greater than budget due to some current subsidised Capital Projects not being

included in budget when it was created.

6. Pavement failures, related to the ongoing drought on the Plains, are being scheduled for

repairs. This is likely to have an unforeseen impact on expenditure in the next few

months.

The Financial Report is included in Appendix A.

3 COVID19 IMPLICATIONS

Since moving to Level 3 all Capital projects have started up again

Both the General Road Maintenance Contractor and the Streetlighting Maintenance Contractor

have issued Notices to Claim for damages from Council. Initial advice received from MBIE and

other industry parties indicates that Council will be liable. The actual claims have not been

received and it is not yet known how much the contractors will be claiming.

Other implications include:

Repair work on drought damaged roads have been delayed and it is now confirmed that

this will not be completed before winter

Pre-seal repairs for the 2020/21 reseals will not be completed before winter.

The culvert replacement programme has been delayed

The unsealed road remetalling programme has been delayed.

The annual remark (roadmarkings) programme was not completed. Edge lines and

centrelines which were programmed on various roads (especially on the Plains) are now

delayed to the next financial year’s Annual Remark programme.

Several other ongoing maintenance workstreams such as routine bridge maintenance,

mowing and replacement of edge marker posts and “cat eyes” were also disrupted.

Contractors are currently operating under Level 3 protocols while finalising Level 2 protocols.


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In conclusion it is noted that all major projects are progressing and that maintenance activities

are implemented on a monthly basis, but that the COVID19 lockdown are causing significant

effects on delivery and budgets.

It is hereby recommended:

THAT the report be received

Approval

Prepared by Lukas de Haast

Transportation Manager

Approved by Adrian de Laborde

Group Manager - Engineering Services


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APPENDIX A: Financial Report


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Roading Financial MeasuresKey Indicators for the 10 months ended 30 April 2020

Operating Revenue (excluding Rates & Capital funding from NZTA) Operating Expenditure Capital Expenditure

-Favourable YTD $56,000 Unfavourable YTD $(329,000) Favourable YTD $1,237,000



$4,173,000 $2,995,000$2,232,000

0 500 1,000 1,500 2,000

Administration

Amenity Maintenance

Non-Subsidised Works

Other Subsidised

Pavement Maintenance

Professional Services

Public Transport

Thousands



Revenue

Operating income is higher than budget due to receiving subsidy for footpath maintenance, this was not historically subsidised.

Capital Income is higher than budget due to additional projects that have been approved after adoption of current year's Annual Plan.


Non-Subsidised Works - We anticipate saving $25K due to less Noxious weed control and limitations imposed by Covid.Pavement maintenance - Will be overspent by $500K for the year as approved by council resolution C19/276.

Professional Services - Overspend due to LTP and RATA database work. This is expected to be over budget by $50K at year end.

Capital Expenditure

Capital projects have been impacted due to Covid restrictions. Some projects are being carried forward into next year.

0 500 1,000 1,500 2,000 2,500 3,000 3,500 4,000 4,500

Roading

Thousands

Capital Expenditure



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APPENDIX B: Gilmour Street Traffic Counts – 15 Nov 2019 (M#2762703)


ClassMatrix-969 Page 1

WSP Opus Traffic Data Survey & AnalysisClass Speed Matrix

Datasets: Site: [Gilmour-470] Gilmour St (Btn Union & Wilson) <50kph> 470mDirection: 7 - North bound A>B, South bound B>A. Lane: 0Survey Duration: 11:36 Thursday, 7 November 2019 => 7:13 Friday, 15 November 2019 File: Gilmour-47015Nov2019.EC0 (Plus)Identifier: MA78X691 MC56-L5 [MC55] (c)Microcom 19Oct04Algorithm: Factory default (v3.21 - 15322)Data type: Axle sensors - Paired (Class/Speed/Count)Filter time: 0:00 Friday, 8 November 2019 => 0:00 Friday, 15 November 2019Direction: North, South (bound)

Speed (km/h) Speed Totals | ___________________________________________________________________________________________ |

| Class |

| 1 2 3 4 5 6 7 8 9 10 11 12 13 |

10 - 20 | 17 . 2 . . . . . . . . . .| 19 0.1%

20 - 30 | 96 3 5 1 . 1 1 . . . . . .| 107 0.7%

30 - 40 | 669 16 47 9 1 2 3 2 1 . 1 1 .| 752 4.8%

40 - 50 | 5283 158 338 60 5 41 2 7 . 1 3 16 1| 5915 37.6%

50 - 60 | 6554 211 407 47 15 22 3 6 1 1 . 7 1| 7275 46.2%

60 - 70 | 1326 39 94 1 3 2 . 2 . 1 . 1 .| 1469 9.3%

70 - 80 | 137 4 20 . . 1 . . . . . . .| 162 1.0%

80 - 90 | 23 . 3 . . . . . . . . . .| 26 0.2%

90 - 100 | 2 1 . . . . . . . . . . .| 3 0.0%

100 - 110 | 2 . . . . . . . . . . . .| 2 0.0%

110 - 120 | . . . . . . . . . . . . .| 0 0.0%

120 - 130 | . . . . . . . . . . . . .| 0 0.0%

130 - 140 | . . . . . . . . . . . . .| 0 0.0%

140 - 150 | . . . . . . . . . . . . .| 0 0.0%

150 - 160 | . . . . . . . . . . . . .| 0 0.0% |___________________________________________________________________________________________|______________

| 14109 432 916 118 24 69 9 17 2 3 4 25 2| 15730

| 89.7% 2.7% 5.8% 0.8% 0.2% 0.4% 0.1% 0.1% 0.0% 0.0% 0.0% 0.2% 0.0%|

Class Totals

ClassMatrix-969 Page 1


DataAudit-971 Page 1

WSP Opus Traffic Data Survey & AnalysisAudit of Data Quality

Datasets: Site: [Gilmour-470] Gilmour St (Btn Union & Wilson) <50kph> 470mDirection: 7 - North bound A>B, South bound B>A. Lane: 0Survey Duration: 11:36 Thursday, 7 November 2019 => 7:13 Friday, 15 November 2019 File: Gilmour-47015Nov2019.EC0 (Plus)Identifier: MA78X691 MC56-L5 [MC55] (c)Microcom 19Oct04Algorithm: Factory default (v3.21 - 15322)Data type: Axle sensors - Paired (Class/Speed/Count)

Profile: Filter is disabledName: Default ProfileScheme: Vehicle classification (TNZ 1999)Units: Metric (meter, kilometer, m/s, km/h, kg, tonne)In profile: Vehicles = 17448 / 17448 (100.00%)

Axle Statistics

Total Sensor Hits = 72739A Hits = 36373 (50%)B Hits = 36366 (50%)A/B Ratio = 100%

Vehicle Statistics

Total Vehicles = 17448A-B Direction = 8504 (48.7%)B-A Direction = 8944 (51.3%)

DataAudit-971 Page 1


SpeedStatHour-802 Page 1

WSP Opus Traffic Surveys & AnalysisSpeed Statistics by Hour

Datasets: Site: [Gilmour-470] Gilmour St (Btn Union & Wilson) <50kph> 470mDirection: 7 - North bound A>B, South bound B>A. Lane: 0Survey Duration: 11:36 Thursday, 7 November 2019 => 7:13 Friday, 15 November 2019 File: Gilmour-47015Nov2019.EC0 (Plus)Identifier: MA78X691 MC56-L5 [MC55] (c)Microcom 19Oct04Algorithm: Factory default (v3.21 - 15322)Data type: Axle sensors - Paired (Class/Speed/Count)Filter time: 0:00 Friday, 8 November 2019 => 0:00 Friday, 15 November 2019Direction: North, South (bound)Separation: All - (Headway)Vehicles = 15730Posted speed limit = 50 km/h, Exceeding = 8937 (56.82%), Mean Exceeding = 56.08 km/hMaximum = 109.4 km/h, Minimum = 12.1 km/h, Mean = 51.2 km/h85% Speed = 58.0 km/h, 95% Speed = 63.0 km/h, Median = 50.8 km/h20 km/h Pace = 41 - 61, Number in Pace = 13355 (84.90%)Variance = 56.66, Standard Deviation = 7.53 km/h

Hour Bins

Time | Bin | Min | Max | Mean | Median | 85% | 95% | >PSL | | | | | | | | | 50 km/h | | | | | | | | | | 0000 | 34 0.2% | 24.8 | 85.2 | 47.9 | 45.7 | 55.8 | 63.0 | 12 35.3% | 0100 | 36 0.2% | 25.6 | 68.7 | 48.8 | 47.9 | 59.4 | 65.2 | 13 36.1% | 0200 | 21 0.1% | 21.2 | 90.2 | 52.3 | 51.5 | 64.4 | 69.1 | 12 57.1% | 0300 | 26 0.2% | 32.4 | 72.2 | 50.9 | 51.8 | 56.5 | 68.0 | 15 57.7% | 0400 | 32 0.2% | 42.4 | 77.0 | 56.2 | 55.4 | 63.0 | 66.2 | 25 78.1% | 0500 | 137 0.9% | 29.3 | 88.0 | 56.4 | 55.1 | 66.2 | 72.0 | 111 81.0% | 0600 | 404 2.6% | 31.6 | 87.7 | 56.6 | 55.8 | 64.4 | 70.6 | 327 80.9% | 0700 | 700 4.5% | 13.7 | 88.7 | 53.3 | 52.6 | 60.1 | 66.2 | 480 68.6% | 0800 | 1148 7.3% | 16.1 | 82.3 | 51.1 | 51.1 | 57.6 | 62.6 | 659 57.4% | 0900 | 1151 7.3% | 17.1 | 81.9 | 50.8 | 50.4 | 56.9 | 62.3 | 620 53.9% | 1000 | 1200 7.6% | 12.1 | 75.5 | 50.1 | 50.0 | 56.5 | 60.8 | 605 50.4% | 1100 | 1218 7.7% | 13.3 | 83.9 | 50.2 | 50.0 | 56.5 | 61.6 | 620 50.9% | 1200 | 1293 8.2% | 18.2 | 89.7 | 50.4 | 50.4 | 56.9 | 61.2 | 686 53.1% | 1300 | 1236 7.9% | 16.8 | 79.1 | 50.4 | 50.4 | 56.9 | 60.8 | 666 53.9% | 1400 | 1220 7.8% | 14.3 | 78.0 | 51.1 | 50.8 | 58.0 | 62.6 | 677 55.5% | 1500 | 1289 8.2% | 18.9 | 84.5 | 51.3 | 51.1 | 58.7 | 62.6 | 746 57.9% | 1600 | 1241 7.9% | 25.7 | 82.7 | 51.5 | 51.5 | 58.0 | 61.9 | 745 60.0% | 1700 | 1237 7.9% | 17.5 | 96.2 | 51.5 | 51.1 | 58.3 | 62.6 | 722 58.4% | 1800 | 785 5.0% | 17.4 | 83.5 | 51.9 | 51.8 | 59.0 | 63.0 | 478 60.9% | 1900 | 510 3.2% | 19.2 | 109.4 | 52.1 | 51.5 | 59.0 | 63.4 | 313 61.4% | 2000 | 357 2.3% | 20.7 | 76.2 | 49.5 | 49.3 | 56.5 | 61.2 | 164 45.9% | 2100 | 215 1.4% | 17.1 | 83.0 | 50.4 | 49.7 | 56.9 | 63.4 | 104 48.4% | 2200 | 155 1.0% | 26.3 | 81.8 | 50.9 | 51.1 | 58.7 | 64.8 | 86 55.5% | 2300 | 85 0.5% | 32.0 | 82.3 | 51.5 | 52.2 | 57.6 | 64.8 | 51 60.0% | ---- | 15730 100.0% | 12.1 | 109.4 | 51.2 | 50.8 | 58.0 | 63.0 | 8937 56.8% |

SpeedStatHour-802 Page 1


VirtWeeklyVehicle-968 Page 1

WSP Opus Traffic Data Survey & AnalysisWeekly Vehicle Counts (Virtual Week)

Datasets: Site: [Gilmour-470] Gilmour St (Btn Union & Wilson) <50kph> 470mDirection: 7 - North bound A>B, South bound B>A. Lane: 0Survey Duration: 11:36 Thursday, 7 November 2019 => 7:13 Friday, 15 November 2019 File: Gilmour-47015Nov2019.EC0 (Plus)Identifier: MA78X691 MC56-L5 [MC55] (c)Microcom 19Oct04Algorithm: Factory default (v3.21 - 15322)Data type: Axle sensors - Paired (Class/Speed/Count)Filter time: 0:00 Friday, 8 November 2019 => 0:00 Friday, 15 November 2019Direction: North, South (bound)

Mon Tue Wed Thu Fri Sat Sun Averages

1 - 5 1 - 7

Hour |

0000-0100 3.0 2.0 5.0 2.0 4.0 10.0 8.0 | 3.2 4.9

0100-0200 1.0 2.0 3.0 4.0 7.0 4.0 15.0 | 3.4 5.1

0200-0300 2.0 0.0 2.0 4.0 6.0 4.0 3.0 | 2.8 3.0

0300-0400 5.0 7.0 2.0 2.0 7.0 3.0 0.0 | 4.6 3.7

0400-0500 5.0 9.0 6.0 5.0 5.0 1.0 1.0 | 6.0 4.6

0500-0600 24.0 28.0 21.0 18.0 32.0 6.0 8.0 | 24.6 19.6

0600-0700 66.0 72.0 81.0 78.0 60.0 29.0 18.0 | 71.4 57.7

0700-0800 108.0 130.0 134.0 115.0 122.0 67.0 24.0 | 121.8 100.0

0800-0900 185.0< 176.0 210.0< 194.0< 181.0 133.0 69.0 | 189.2< 164.0

0900-1000 169.0 178.0< 172.0 167.0 193.0< 151.0 121.0 | 175.8 164.4

1000-1100 178.0 170.0 163.0 163.0 179.0 186.0 161.0 | 170.6 171.4

1100-1200 170.0 157.0 168.0 183.0 172.0 194.0< 174.0<| 170.0 174.0<

1200-1300 170.0 179.0 171.0 180.0 187.0 201.0< 205.0<| 177.4 184.7<

1300-1400 155.0 180.0 170.0 172.0 203.0 154.0 202.0 | 176.0 176.6

1400-1500 168.0 179.0 170.0 181.0 191.0 163.0 168.0 | 177.8 174.3

1500-1600 182.0 182.0 230.0< 169.0 215.0 155.0 156.0 | 195.6 184.1

1600-1700 177.0 179.0 196.0 182.0 194.0 147.0 166.0 | 185.6 177.3

1700-1800 191.0< 186.0< 185.0 194.0< 234.0< 143.0 104.0 | 198.0< 176.7

1800-1900 93.0 116.0 151.0 111.0 128.0 93.0 93.0 | 119.8 112.1

1900-2000 47.0 80.0 88.0 78.0 74.0 74.0 69.0 | 73.4 72.9

2000-2100 33.0 53.0 53.0 47.0 65.0 51.0 55.0 | 50.2 51.0

2100-2200 24.0 24.0 36.0 36.0 33.0 32.0 30.0 | 30.6 30.7

2200-2300 21.0 24.0 19.0 16.0 25.0 28.0 22.0 | 21.0 22.1

2300-2400 11.0 2.0 20.0 5.0 18.0 26.0 3.0 | 11.2 12.1 |

Totals _______________________________________________________________|________________ |

0700-1900 1946.0 2012.0 2120.0 2011.0 2199.0 1787.0 1643.0 | 2057.6 1959.7

0600-2200 2116.0 2241.0 2378.0 2250.0 2431.0 1973.0 1815.0 | 2283.2 2172.0

0600-0000 2148.0 2267.0 2417.0 2271.0 2474.0 2027.0 1840.0 | 2315.4 2206.3

0000-0000 2188.0 2315.0 2456.0 2306.0 2535.0 2055.0 1875.0 | 2360.0 2247.1 |

AM Peak 0800 0900 0800 0800 0900 1100 1100 | 185.0 178.0 210.0 194.0 193.0 194.0 174.0 |

|

PM Peak 1700 1700 1500 1700 1700 1200 1200 | 191.0 186.0 230.0 194.0 234.0 201.0 205.0 |

* - No data.

VirtWeeklyVehicle-968 Page 1


Whaarangi 14 | 14 M 2741320

APPENDIX C: REG Data Quality Report 2018/19 (M#2762586)


2018/19 Hauraki District CouncilAsset Management Data Quality Report

The data quality of each RCA is assessed annually against a suite of data quality metrics. Each RCA metric result is compared against an expected standard andthe distribution of all RCAs. RCA metric results are presented by data categories and quality dimensions: accuracy, completeness and timeliness.

This report assesses the Road Asset Maintenance and Management (RAMM) data supporting asset management and associated decision support systems. Forthree metrics, renewal as-built data in RAMM are compared with the achieved renewal activity reported in the New Zealand Transport Agency Transport InvestmentOnline (TIO) system.

The intent is for this report to identify potential issues with how the RCA’s data is being collected, managed and maintained. Further analysis will be required todetermine if additional action is needed.

A separate report assesses the RAMM data used in the One Network Road Classification and related performance measures.

Refer to the following overviews for further information:Data quality framework; The intent and purpose of the data quality framework.Data quality dimensions; Why the three quality dimensions; accuracy, completeness and timeliness are important.Understanding the data quality results; How to read and understand the annual data quality reports.Frequently Asked Questions (FAQs) and detailed metric descriptions in the Performance Measures Reporting Tool.

Expected Standard

Minor Issues

Major Issues

Import Date: 30th July 2019

Data Source: This report uses RAMM data from the annualsnapshots loaded onto the ONRC Performance MeasuresReporting Tool (PMRT) by the RCA and data input into TIO bythe RCA.

Overall Results

Score

87

Results by Quality DimensionAccuracy Completeness Timeliness

Results by Data CategoryNetwork Asset Inventory Maintenance Activity

Condition

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https://www.nzta.govt.nz/assets/Road-Efficiency-Group/docs/practice-overviews/REG-practice-overview-understanding-the-data-quality-results.pdf

Cat Sub Ref¹ Metric Description Dimension Importance Result Trend²MajorIssues

MinorIssues

ExpectedStandard

AM-CA1 Road network data complete Accuracy High 96.8 −AM-CA2³ ONRC categories assigned to new carriageways Completeness High 100.0 ▴

AM-CA3 Assigned ONRC category aligns with traffic data Accuracy Moderate 86.3 ▴

AM-TL1 Treatment Length dimensions match sealed area Accuracy High 98.5 ▴

AM-SU1a⁴ Achieved chipseal resurfacing renewal programme as-builted Timeliness High 90.4 −AM-SU1b⁴ Achieved asphaltic concrete resurfacing renewal programme as-

builtedTimeliness High NA NEW

AM-SU2 Surface records have valid attribute data Accuracy High 100.0 −AM-PA1⁴ Achieved pavement renewal programme as-builted Timeliness High NA NEW

AM-PA2³ Pavement layer records have valid attribute data Accuracy High 100.0 −AM-PA3³ Pavement layer records with Work Origin Completeness High 100.0 −AM-FP1 Footpath asset known Completeness Moderate 96.4 −AM-FP2 Footpath asset records maintained Timeliness Moderate 3.9 ▴

AM-DR1 Culvert assets known Completeness Moderate 100.0 ▴

AM-DR2 Culvert asset records maintained Timeliness Moderate 1.6 −AM-SW1 SWC asset known Completeness Moderate 97.9 −AM-SW2 SWC asset records maintained Timeliness Moderate 3.1 ▴


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Notes:1 - Metric references denoted with a letter at the end are subsets of the same indicator (eg AM-Su1a and AM-Su1b). Their results are aggregated to report as a single indicator in the charts on page 1.2 - Trend indicators show the relative change in metric results compared to the previous annual report. An up arrow represents an improvement in the metric of at least 5%, a down arrow for a decrease ofat least 5%, and a no change indicator if the result change is between a decrease of 5% and an improvement of 5%.3 - Some metrics may not be applicable to a network, ie no new carriageways have been added to the network in the reported period. These will display a result of "NA" and will not be coloured in linewith the grading ranges. These also do not contribute to the results on page 1.4 - A result of "NA" is shown when either the achieved quantity recorded in TIO or the as-builted quantity recorded in RAMM is NULL or zero. “NA” results will not be coloured in line with the grading rangesand do not contribute to the results on page 1.




Cat Sub Ref¹ Metric Description Dimension Importance Result Trend²MajorIssues

MinorIssues

ExpectedStandard

AM-SI1 Sign assets known Completeness Moderate 70.3 −AM-SI2 Sign asset associated to a 'road' Accuracy Low 99.9 −AM-SI3 Sign replacement activity Timeliness Low 7.5 ▴

AM-RA1 Railing assets known Completeness Moderate 65.3 ▾

AM-RA2 Railing asset records maintained Timeliness Low 4.2 ▴

AM-RW1 Retaining Wall assets known Completeness Moderate 82.5 −AM-RW2 Retaining wall asset records maintained Timeliness Low 90.0 −AM-SL1 Streetlights associated with a 'road' Accuracy Low 98.6 ▴

AM-SL2 Streetlights records have a light Completeness Low 100.0 −AM-SL3 Streetlight replacement activity Timeliness Low 0.4 ▴

AM-MA1 Consistency of pavement, surfacing and shoulder maintenanceactivity units

Accuracy Moderate 1.6 ▴

AM-MA2 Pavement, surfacing, shoulder and drainage maintenance activityknown

Completeness Moderate 98.9 −AM-MA3 Correctly located shoulder and drainage maintenance activity Accuracy Low 99.8 −AM-MA4 Level of pavement, surfacing, shoulder and drainage maintenance

activity knownCompleteness High 99.6 −

AM-CO1 Road rating data current Completeness High 14.8 ▴

AM-CO2³ Rating data locations valid Accuracy Moderate 100.0 −


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Notes:1 - Metric references denoted with a letter at the end are subsets of the same indicator (eg AM-Su1a and AM-Su1b). Their results are aggregated to report as a single indicator in the charts on page 1.2 - Trend indicators show the relative change in metric results compared to the previous annual report. An up arrow represents an improvement in the metric of at least 5%, a down arrow for a decrease ofat least 5%, and a no change indicator if the result change is between a decrease of 5% and an improvement of 5%.3 - Some metrics may not be applicable to a network, ie no new carriageways have been added to the network in the reported period. These will display a result of "NA" and will not be coloured in linewith the grading ranges. These also do not contribute to the results on page 1.4 - A result of "NA" is shown when either the achieved quantity recorded in TIO or the as-builted quantity recorded in RAMM is NULL or zero. “NA” results will not be coloured in line with the grading rangesand do not contribute to the results on page 1.




2018/19 Hauraki District CouncilONRC Data Quality Report

The data quality of each RCA is assessed annually against a suite of data quality metrics. Each RCA metric result is compared against an expected standard andthe distribution of all RCAs. RCA metric results are presented by data categories and quality dimensions: accuracy, completeness and timeliness.

This report assesses the Road Asset Maintenance and Management (RAMM) data underpinning the ONRC performance measures. A separate report assesses theRAMM data used in asset management processes. The intent is for these reports to identify potential issues with how the RCA’s data is being collected, managedand maintained. Further analysis will be required to determine if additional action is needed.

Refer to the following overviews for further information:Data quality framework; The intent and purpose of the data quality framework.Data quality dimensions; Why the three quality dimensions; accuracy, completeness and timeliness are important.Understanding the data quality results; How to read and understand the annual data quality reports.Frequently Asked Questions (FAQs) and detailed metric descriptions in the Performance Measures Reporting Tool.

Expected Standard

Minor Issues

Major Issues


Data Source: This report uses RAMM data from the annualsnapshots loaded onto the ONRC Performance MeasuresReporting Tool (PMRT) by the RCA.

Overall Results

Results by Quality DimensionAccuracy Completeness Timeliness

Results by Data SubcategoryCarriageway Treatment Length Surfacing

Maintenance Activity Roughness Traffic Count

Traffic Estimates Crash Data

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https://www.nzta.govt.nz/assets/Road-Efficiency-Group/docs/practice-overviews/REG-practice-overview-understanding-the-data-quality-results.pdf

Cat SubPMAffected Ref¹ Metric Description Dimension Result Trend²

MajorIssues

MinorIssues

ExpectedStandard

CA1a³ Rural number of lanes matches carriageway width Accuracy 99.8 −

CA1b³ Urban number of lanes matches carriageway width Accuracy 99.0 −

CA2 ONRC categories are assigned Completeness 100.0 −

CA3a³ Rural carriageways are generally not short Accuracy 98.7 −

CA3b³ Urban carriageways are generally not short Accuracy 99.4 −

CA4 Sealed/unsealed network correctly defined Accuracy 99.7 −

TL1a Treatment Lengths are generally not short Accuracy 92.3 −

TL1b Treatment Lengths are not too long Accuracy 82.8 ▾

TL2 Treatment Lengths match major surfaces Accuracy 99.3 −

TL4 Network coverage with STE reading Completeness 97.2 −

TL5.1 Treatment Lengths match renewals Timeliness 100.0 −

SU2 Surface records correctly located Accuracy 100.0 ▴

SU3 Surface records with original cost Completeness 98.7 −

SU4 Surface records with Work Origin Completeness 99.4 −

SU5 Surface records newer than pavement Accuracy 100.0 ▴


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Notes:1 - Metric references denoted with a letter at the end are subsets of the same indicator (ie CA1a and CA1b). Their results are aggregated to report as a single indicator in the charts on page 1.2 - Trend indicators show the relative change in metric results compared to the previous annual report. An up arrow represents an improvement in the metric of at least 5%, a down arrow for a decrease ofat least 5%, and a no change indicator if the result change is between a decrease of 5% and an improvement of 5%.3 - Some metrics may not be applicable to a network, eg those querying the rural network on an urban only network. These will display a result of "NA" and will not be coloured in line with the gradingranges. These also do not contribute to the results on page 1.




Cat SubPMAffected Ref¹ Metric Description Dimension Result Trend²

MajorIssues

MinorIssues

ExpectedStandard

MA1 Complete pavement and surface maintenance activity Completeness 11.0 −

MA2 Correctly located pavement and surface maintenance activity Accuracy 99.8 −

MA4 Pavement and surface maintenance activity has a valid location Accuracy 99.6 −

RO1 Roughness survey within 2.5 years Completeness 14.6 ▾

RO3 Roughness data has valid location Accuracy 99.8 −

TC1 Well targeted traffic count programme Completeness 12.1 ▾

TC3 Traffic count programme activity on sealed network Timeliness 24.8 −

TC4 Traffic loading understood Completeness 27.8 ▾

TE1 Network has traffic estimates Completeness 100.0 −

TE2a³ Traffic estimates are maintained (High Volume to Arterial) Timeliness 100.0 NEW

TE2b³ Traffic estimates are maintained (Primary and Secondary Collectors) Timeliness 99.6 NEW

TE2c³ Traffic estimates are maintained (Access including Low Volume) Timeliness 99.7 −

TE3 Traffic estimates updated following counts Accuracy 92.9 ▴

TE4 Considered traffic loading Completeness 100.0 −

CR1 Crash data is recent Timeliness 0.0 ▴

CR2 Crash records with valid location Accuracy 99.7 −


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Notes:1 - Metric references denoted with a letter at the end are subsets of the same indicator (ie CA1a and CA1b). Their results are aggregated to report as a single indicator in the charts on page 1.2 - Trend indicators show the relative change in metric results compared to the previous annual report. An up arrow represents an improvement in the metric of at least 5%, a down arrow for a decrease ofat least 5%, and a no change indicator if the result change is between a decrease of 5% and an improvement of 5%.3 - Some metrics may not be applicable to a network, eg those querying the rural network on an urban only network. These will display a result of "NA" and will not be coloured in line with the gradingranges. These also do not contribute to the results on page 1.




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Information

Report

To: Mayor and Councillors

From: Water Services Manager

Date: 4 April 2020

File reference: Document: 2748120

Portfolio holder: Councillor Harris

Meeting date: 27 May 2020

Subject: Water Services - Monthly Activity Report for April

Recommendation:


Summary

This report summarises performance and issues in the Water Services work area. The body of the report refers to the April period.

WATER SUPPLY

Water Networks Operations Notebook

Various water mains renewals are underway in: Pouarua North Rd – Plains

Orchard West Rd – Plains Russell St – Paeroa

Thorpe St – Paeroa

All mains renewals were put on hold for part of March and April due to Covid-19 virus. A significant number of breaks were experienced on the Plains network

due to the drought and ageing infrastructure.


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Acoustic Devices

The Acoustic Devices have been ordered and was due to arrive in NZ late March/ early April. This has been delayed and is still in transit.

Water Treatment Operations Notebook

New Zealand entered Level 3 Lockdown due to COVID-19 on the evening of

27/28 April, leaving Level 4. All members of the Treatment Team are still isolated with their families in bubbles. Other HDC staff are helping to

minimise the Treatment Team’s exposure by collecting shopping where possible.

Tetley’s Quarry water level is at 34%. This is a good sign in late-summer,

as the rainy season has begun. The Mangatarata River (Suicide Intake) level is now high enough to partially supply Waitakaruru WTP as well.

Paeroa and Waihi WTP’s hot water tanks are leaking. Temporary repairs were done, and a more permanent solution will be sought. A quote has been received for temporary repairs, and we are waiting for the supplier to

register with HDC so they can do the repairs and quote us for a new tank. Water demand has reduced on all three networks (Paeroa, Plains and

Waihi), due to the colder weather and some rainfall. A small number of spare membranes have arrived, which will allow us to

examine one of Waihi WTP’s membranes for visual evidence of fouling.

Interviews for new Treatment Technicians were held. This was to replace the Treatment Technician who left HDC on the 15th, and another one who is

planning to retire soon after the lockdown ends. A large proportion of the riparian planting done around Tetley’s Quarry has

been destroyed by animals grazing. We will monitor to see if it resprouts.

June / July Planned Works

Water main replacements: Waikino Bridge, Consols Street – Waihi, Abbot

Rd – Pipiroa and Wharf Street - Kerepehi. Dead end flushing of water mains to start – this has been delayed due to

the current water shortage and concerns about consents. Longer term repairs to hot water tanks.

Water Restrictions

The District – along with most of North Island – is officially in a drought situation.

The river level in the Walmsley dropped to below consent limits and extraction from this source was stopped in December. The current level of water over the

weir is approximately 50 mm, which is well below the consent limit of 136.9 mm. Waihi is currently supplied from the Ohinemuri River supply. River levels

are still low, at approximately 120 mm at the Frendrups Weir, and below the consent reduction stage, which is 137.1 mm. However, demand has reduced


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significantly since the raw water main break and the continuation of water restrictions. The reduced demand has meant that the treated reservoir is at high levels and has allowed the lowering of water restrictions in Waihi to an

alternative day sprinkler ban.

River levels in the rest of the district are also very low and the consumers on the Paeroa network have been asked to start saving water.

Water restrictions are reviewed on a weekly basis by the Group Manager Engineering Services.


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WASTEWATER

Networks Operations Notebook

Waihi East Manhole sealing works are progressing well. All work that was to be completed by C&M has been done and Dodd’s Drainage is progressing

quickly through his portion. A proposal for the condition survey for the next section has been received.

Junction Road pumpstation has been seeing an increase in blockages over

the lockdown period. Station Road Paeroa did not get its regular clean during level 3 lockdown

which has impacted on the number of blockages in the network. Fat and gravel in the line where the gradient flattens out. A wider investigation of the upstream network will be required to determine where gravel is getting

into the network. Dean Cres pumpstation has failed and a quote for a replacement has been

received. This work will need to be done separate to the rest of any planned pumpstation upgrades.

During the lockdown only critical maintenance were done.

Treatment Operations Notebook

There were ten Resource Consent (RC) exceedances reported at Hauraki District Council (HDC) wastewater/sewage treatment plants (WWTP/STP) in April 2020, for samples taken in March and April 2020:

1. Tanners Pond (Kerepehi STP) Dissolved Aluminium – March 2020

0.13 g/m3

This value is above the consent limit of 0.055 g/m3. A review of the ANZECC trigger levels has highlighted that the 0.055 g/m3 limit applied to this discharge is based on the

classification of a ‘slightly disturbed ecosystem’. Extensive ecological investigations carried out in the past identified that

this ecosystem should be classified as a ‘moderately disturbed ecosystem’, in which the ANZECC classification permits a threshold of 0.15 g/m3. Council would like to meet with

Regional Council to discuss this matter further.

2. Tanners Pond (Kerepehi STP) Dissolved Aluminium – April 2020

0.18 g/m3

This value is above the consent limit of 0.055 g/m3. As above

for item (1).


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3. Ngatea STP Escherichia coli (E. coli)

25 000 cfu/100 mL

This value is above the median consent limit (13 850 cfu/100

mL). This is attributable to high TSS in the plant, as reported below. The plant needs to be desludged, which works will be

considered once the new RC is issued.

4. Kerepehi STP Escherichia coli (E. coli)

1 200 cfu/100 mL

This value is above the lower consent limit (No more than 4 exceedances above 2 000 cfu/100 mL; No more than 8

exceedances above 1 000 cfu/100 mL). For this financial year it is the 7th exceedance above 1 000 cfu/100 mL. The 3

exceedances above 2 000 cfu/100 mL were in September and November 2019, and March 2020. The exceedances above 1 000 cfu/100 mL not already listed were in August and

December 2019, and February 2020. Low flows through the ponds due to the drought are suspected to have caused algal

blooms, hindering the digestion process.

5. Ngatea STP Total Suspended Solids (TSS)

128 g/m3

This value is above the consent limit (70 g/m3). This is in line with annually increasing results visible in long term trending.

The plant needs to be desludged, which works will be considered once the new RC is issued.

6. Turua STP Total Suspended Solids (TSS)

200 g/m3

This value is above the median consent limit (50 g/m3), but

still below the 90th percentile limit (170 g/m3). This is in line with previous years’ seasonal results. The plant needs to be desludged, which works will be considered once the new RC is

issued.

7. Waihi STP Total Kjeldahl Nitrogen (TKN)

12 g/m3

This value is above the summer (1 November – 30 April) median limit of 10 g/m3, but still below the summer 90th

percentile limit of 15 g/m3. It is the 4th monthly exceedance of the summer median limit, the others being in November and

December 2019, and January and February 2020. One of these was also an exceedance of the 90th percentile limit: December 2019. Investigations into the non-compliance have determined

the most likely cause to be a build-up of sludge in the oxidation


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ponds. Council have made provision in the current Long Term Plan to remove sludge from the ponds, and to divert the DAF discharge from the ponds. DAF sludge is currently being

discharged back in to the ponds and that would also increase the TKN. Council is working on a long term strategy to deal

with the sludge at all its plants.

8. Turua STP Carbonaceous Biochemical Oxygen Demand (cBOD5)

65 g O2/m3

This value is above both the median consent limit (35 g O2/m3) and the 90th percentile limit (50 g O2/m3). This is the

first exceedance of either limit for the financial year.

9. Paeroa STP Total Suspended Solids (TSS)

43 g/m3

This value is above the 90th percentile limit of 22 g/m3. This is the 3rd exceedance of the financial year, the others being in

January and February 2020. Overall plant performance is affected by the build-up of sludge. Council have budgeted for

the removal of sludge and is considering its options to find the most effective method to reduce the sludge in the ponds. Further discussions are required between Hauraki District

Council and Waikato Regional Council to agree on a long term strategy on how to deal with sludge and also about future

upgrades.

10. Waihi STP Total Ammoniacal Nitrogen (TAN)

17.6 g/m3

This value is above both the median consent limit (4 g/m3) and the 90th percentile limit (8 g/m3). Investigations into the

non-compliance have determined the most likely cause to be a build-up of sludge in the oxidation ponds. Council have made provision in the current Long Term Plan to remove sludge from

the ponds, and to divert the DAF discharge from the ponds. DAF sludge is currently being discharged back in to the ponds

and that would also increase the TKN. Council is working on a long term strategy to deal with the sludge at all its plants.

The Whiritoa Wastewater Treatment plant discharge consent process is

ongoing. The application has been submitted to Waikato Regional Council for consideration. WRc has asked for more information that is currently

being prepared. An application has been submitted for the renewing of the Paeroa WTP’s

resource consent. HDC has received a recommendation from the WRC

Resource Officer that WRC allow us to continue operating Paeroa WTP under the existing consent until new consents are granted.


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Continue repairs and maintenance at WWTP’s around sensor renewal and calibration, vulnerable wiring and similar housekeeping issues.

Maintenance on Waitakaruru pressure pump network Preventative network cleaning about pit rim walkway sewers. Install Multismarts at wastewater pump stations


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STORMWATER

Operations Notebook

Only critical stormwater maintenance were done during the lockdown period. It

was a relatively dry period and is it unlikely that the lack of maintenance impacted on the community.


Installation of 70m of stormwater at Pipiroa Road. This work will complete the piping of the stormwater in the existing residential area road frontage.

Work is scheduled to be completed by end of April. Seek quotes for drain retaining wall replacement beside drive of 33 Arney

St Paeroa

Seek landowner approval for stormwater bubble up catch-pit lead connection at 475 Hauraki Rd / 14 Waihou St, Turua.

Seek landowner approval for stormwater inlet lead connection at rear of 40 Thames Rd.

Obtain quotations for Walker St Waihi stormwater scour remediation gabion

design Removal of piles of soil next to drain at 1638 SH 25, Whiritoa.

Covid-19 Response and Impact

The Treatment Team and their families as well as network operational staff has been identified as critical for the safe operations of the water and wastewater network. The Treatment Team has been isolated in one bubble. Council is

providing support to them to limit their exposure to the rest of the community. A reserve bench of people that can operate or assist with operation has been

identified should some of the operators fall ill. The reserve bench is isolated from the treatment team. Access to all treatment plants has been restricted to operators and essential support like IT and suppliers. The wellbeing of the

Treatment Team will be a continuing risk for Council.

Chemical supplies and network maintenance material is not a concern at the moment. Additional PPE has been issued to limit the risk of transfer in the treatment team.

During stage 3 and 4 only essential services were rendered. Most if not all of

the work that was earmarked to be done in April will have to be delayed to May and June depending on the lockdown restrictions. It is not foreseen that it will significantly impact on the level of service to the public.

Construction projects have not been deemed an essential services and all

construction projects have been stopped during level 3 and 4. The financial impact of the stoppage is unknown at this stage. It is not foreseen to be a major issue as most of the construction work were done by the Council C&M

Team. It will however have an impact on projects like Kaimanawa where


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Council have engagements with external contractors. It will also negatively impact on Councils ability to roll out the projects in the Annual Plan.

Recommendation


EJ Wentzel WATER SERVICES MANAGER


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Water Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $13,000 Unfavourable YTD $(180,000) Favourable YTD $1,730,000

YTD budget $0 YTD budget $3,616,000 YTD Forecast $4,391,000Full year budget $0 Full year budget $7,548,000 Full year budget (Original) $5,269,000


$13,000 $3,796,000 $2,661,000

0 500 1,000 1,500 2,000

Fixed Costs

Headworks

Major Maintenance

Other

Pumpstations

Reticulation

Treatment

Thousands



RevenueSale of water to water delivery operators was not budgeted, this totalled $13K.

Expenditure

Treatment - $21k is spent on annual consent charges, this was not budgeted for. The operating team migrated from C&M to water services and has been enlarged this results in the C&M budget being unspent however the wages for the personnel is anticipated to exceed original budget by $140k due to increased team size.

Personnel costs for water are also higher than budget due to higher demand for water and inclement weather resulting in overtime. Kaimanawa plant is still operational but there was no budget allocated for this due to a planned decommission.

As a result of a drought, there is higher water demand resulting in higher electricity and chemical usage.

Reticulation - Overspend on reactive repairs due to breaks on network requiring more repairs than anticipated. This was due to dry weather and the age of reticulation networks.

Other - Limitations on works scheduled due to Covid has resulted in positive variance.

Headworks - Saving of $19k offset by overspend in treatment costs.

Fixed Costs - Rates expense is less than budget, representing a saving.

Capital Expenditure

Capital works programme is tracking behind anticipated levels and some projects are being carried forward into 20/21 Financial Year.

0 1,000 2,000 3,000 4,000 5,000

Water

Thousands

Capital Expenditure



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Storm Water Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $0 Favourable YTD $23,000 Favourable YTD $29,000

YTD budget $0 YTD budget $412,000 YTD Forecast $99,000Full year budget $0 Full year budget $856,000 Full year budget (Original) $183,000

Full year forecast $0 Full year forecast $833,000 Full year forecast $183,000

$0 $389,000 $70,000

0 20 40 60 80 100 120 140

Floodgates

Maintenance/Fencing/Culverts

Mechanical Cleaning

Other

Pumps

Vegetation Control

Thousands



Revenue

N/A


Mechanical Cleaning - $10k saving at year end due to lesser cleaning required than previous years.

Capital Expenditure

Stormwater Paeroa has exceeded budget by $5k.

0 20 40 60 80 100 120

Stormwater

Thousands

Capital Expenditure



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Wastewater Financial MeasuresKey Indicators for the 10 months ended 30 April 2020



YTD budget $249,000 YTD budget $1,641,000 YTD Forecast $3,509,000Full year budget $299,000 Full year budget $3,197,000 Full year budget (Original) $4,211,000


$121,000 $1,775,000 $758,000

0 100 200 300 400 500 600

Fixed Costs

Major Maintenance

Other

Pumpstations

Reticulation

Treatment

Thousands



Revenue

A commercial wastewater discharge contract was renegotiated resulting in lower income that provided for in the budget. The Water Services Manager expects to see offsetting savings in expenditure.

Expenditure

Pumpstations - Unfavourable variance reflects increased reactive repairs required due to dry weather and increased pump failures and blockages.

Reticulation- Additional maintenance was required on the network as a result of dry weather, increased WRC clean-up compliance requirements have resulted in overspend but also better operational practices on field.Fixed Costs: Rates expense is less than budget, representing a saving.

Capital Expenditure

Capital works programme is tracking behind anticipated levels due to dry weather, some projects might carry forward into the next financial year.

0 1,000 2,000 3,000 4,000

Wastewater

Thousands

Capital Expenditure




FOR INFORMATION

NGĀ MŌHIOTANGA


AUTHOR Steve de Laborde

Infrastructure Systems and Planning Manager

FILE REFERENCE Document: M2761779

Appendix A: Financial Measures

PORTFOLIO HOLDER/S Councillor Duncan Smeaton

Solid Waste Portfolio


SUBJECT Waste Management – Monthly Activity Report – April 2020


During April, the country was in full lockdown under Alert Level 4. This posed some challenges

to the waste collection service that most Councils nationwide provide.

As it well known, the country had 48 hours’ notice to prepare for Level 4 lockdown. Contingency

plans were implemented in haste, based on untested plans, and had to be flexible as things

changed rapidly. For the most part, they were successful.

The messages out to the public to change their method of collection were successful too and the

public proved that they can adapt to that type of change quite quickly. There were very few

issues relative to the magnitude of change of collection at the kerbside and the RTSs. We are

expecting the change back to normal to be as smooth, if not easier.






The purpose of the report is to give Council a monthly update on the operations and capital

work pertaining to the Waste Management activity.


HDC has a contract with Smart Environmental Ltd for a Kerbside collection of refuse and

recycling and the management of the refuse transfer stations in Paeroa and Waihi. We also

have a contract with Waste Management who manage the landfill at Tirohia.

3 Content

Operations:

With the change in schedule due the Covid-19, all refuse and recycling collected went to the

landfill. Therefore, no graphs are being presented. However, these are the figures of glass

collected and ‘refuse’ that went to landfill in April.

Capital Works: - These have been on hold for April and remains the status quo.

Paeroa RTS Site: The Paeroa Reuse Centre RC is nearly complete and should be ready for submission soon.

Procurement for the following is being worked on:

New wastewater & water connections

Erection of a fence separating the RTS activities from the Re-use Centre

Re-contouring the site for maximum use (dependant on the RC approval)

CCTV installation underway: 1 camera has been installed, the other installation is

underway;

Installation of heat pump is complete;

New perimeter fence-in progress;

Procurement for earthworks – in progress;

Waihi RTS:

Procurement for concrete works – in progress;

Procurement of interlocking blocks for white ware laydown area – in progress;

Installation of heat pump is complete;

CCTV, to be installed soon.

Source Mixed Glass(t) Refuse(t)

Kerbside 132.1

Paeroa RTS 24.0 247.3

Waihi RTS 12.3 13.8

Grand Total 36.3 330.2



Table 1: Capital Works Progress: = On Track

Waste Minimisation:

Media Campaign:

Nothing further has transpired since last report. Staff have been fully engaged with the Covid-

19 response. However, we believe that this event has made people more aware of their waste

and receptive to messaging and we should not forgo the opportunity to ‘strike while the iron is

hot’.

Waste Minimisation Working Party report:

A large part of our time has been devoted to discussion about educating our ratepayers about

rubbish disposal. To date we are working on the following:

Update HDC’s Waste Management web page with current and relevant information.

Identify what solid waste information other Councils have on their websites that we can

plagiarise.

Use some of Kate Meads, Waste Free with Kate, Facebook material to push out on HDC’s

Facebook.

Keep contact with WasteMINZ about the progress on a pending national campaign. This

could save a lot of effort on our part

Fridge Magnets with bite sized pieces of information

Stand up Banner placed beside milk shelves at supermarkets describing how best to

recycle empty milk containers.

Progress is slow, but we are confident that the ratepayers are keen to see this kind of

information.

4 BUDGET IMPLICATIONS

The invoices from SEL for the first half of this financial year are under review. This because the

Fees & Charges issued by HDC in May 2019 were not implemented correctly. This has skewed

the figures to make it look like an overspend, there is additional income owed that will offset the

imbalance.

Due to the Covid-19 lockdown and the change in waste collection, we are expecting there to be

approximately a $100,000 loss during this time. This is because the recyclables are being sent

to landfill and there is no cost recovery from them, instead a cost incurred. Additionally, income

from the RTSs would have ceased from the end of March 2020 onwards.

Approval

Prepared by Steve de Laborde



Engineering Group Manager



APPENDIX A

Solid Waste Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $38,000 Unfavourable YTD $(241,000) Favourable YTD $181,000

YTD budget $79,000 YTD budget $679,000 YTD Forecast $221,000Full year budget $85,000 Full year budget $888,000 Full year budget (Original) $265,000

Full year forecast $123,000 Full year forecast $1,129,000 Full year forecast $265,000

$117,000 $920,000 $40,000

0 100 200 300 400 500 600

Closed Tip Sites

Refuse Collection

Solid Waste Other

Transfer Stations

Thousands



Revenue

The impact of CV-19 will see a reduction in expected income compared to that conveyed in recent reports. It is still expected to exceed original budget.


Closed Tip Sites - Significant part of clean-up costs relating to Kaihere Tip site - 220k -will not occur this financial year.

Refuse Collection - HDC and SEL are currently in negotiation regarding some contractual matters which will likely result in this activity experiencing a significant deficit this financial year. In addition to this the impacts of COVID-19 on the contract are not known yet and this will also negatively impact the activitySolid Waste Other- A combination of legal fees and the LTP 2021 - 2031 work by Morrison Low has resulted in exceeding the budget.Transfer Stations -We expect total costs to be closer to $300k for the year. The costs are due to Consumer Price Index, 2 x full time equivalent staff for the Refuse Transfer Station's, increased Emissions Trading Scheme charges. We had expected these to be offset by income, however the effects of COVID-19 will impact this. There may be a reduction in some costs but we may experience a loss for the activity.

Capital Expenditure

Capital works programmes are tracking behind schedule. 0 50 100 150 200 250

Solid Waste

Thousands

Capital Expenditure




FOR INFORMATION

NGĀ MŌHIOTANGA


AUTHOR Steve de Laborde


FILE REFERENCE Document:2761824

Appendix A: Financial Summary

PORTFOLIO HOLDER/S Councillor Phillip Buckthought

Land Drainage & Flood Protection Portfolio


SUBJECT District Drainage Activity Report

To 30 April 2020


There is, unfortunately, nothing of significance to report about the Land Drainage & Flood

Protection activity for the month of April. The country was in Alert Level 4 and under full

lockdown for Covid-19 during this time. Subsequently, work on the ground ceased for everyone.

Some planning and Requests For Quotes (RFQs) were issued, but most of that work had already

been completed.

There was no significant rain during April and the district remains in a drought condition.

Consequently, floodgates and pumps did not require any work or maintenance during this time.

Most of the infrastructure belongs to the Regional Council, so any issues were directed to them

to deal with.




The purpose of the report is to give Council a monthly update on the operations and capital

work pertaining to the Land Drainage and Flood Protection activity.


Hauraki District Council provides infrastructure for the land drainage activity in conjunction

with the Waikato Regional Council. The land drainage network is comprised of pump stations,

stopbanks, flood gates and land drains. It will soon be extended to include toe drains which are

currently held by the Regional Council.

In general assets are classified as flood protection (primary) or drainage (secondary) assets

where Waikato Regional Council own the flood protection assets and Hauraki District Council

own the drainage assets. The land drainage service is provided to over 47,000 ha of highly



productive pastoral land and the activity aims primarily to ensure the productive capability of

the land.

3 CONTENT

The Operations report follows:

Please note: Because of Level 4 lockdown, not all the invoices were received and processed in

time for the March round up. So, while no work was done in April, the figures below now include

the uncaptured data from March.

Vegetation Control

• 465.33km of drains have been sprayed this season including localised spraying around pump

stations. All the helicopter spraying is complete.

Mechanical Cleaning: (See Appendix B: Table 1)

• The full Mechanical cleaning programme is now underway with 37.43kms of drains having

been machine cleaned in this financial year.

Other works:

• No other work occurred during April.

Capital Works Programme

The capital works consist of assessing and raising stopbanks and refurbishing pumps and pump

screens.

However, as with all work during lockdown, this too ceased. Some office work has been

undertaken, but these projects are ready to get underway on the ground once procured.

Budget Implications

With the lockdown, we have lost a month in which much of our maintenance work is done. While

we will endeavour to catch up with the mechanical cleaning, the weather may not allow for much

more spraying to occur this season.

There have been no extra expenses incurred from Covid-19. Please see Appendix A for the

financial summary.

4 CONCLUSION

As with everyone, Land Drainage has suffered a set-back in maintenance due to Covid-19,

however the C&M team and local contractors are eager to get the work going and as much done

as possible before winter sets in and stops them.

Approval

Prepared by Steve de Laborde



Engineering Group Manager


Land Drainage Financial MeasuresKey Indicators for the 10 months ended 30 April 2020


-Favourable YTD $0 Favourable YTD $81,000 Favourable YTD $943,000

YTD budget $0 YTD budget $672,000 YTD Forecast $1,027,000Full year budget $0 Full year budget $1,130,000 Full year budget (Original) $1,598,000

Full year forecast $0 Full year forecast $1,049,000 Full year forecast $1,233,000

$0 $591,000 $84,000

0 20 40 60 80 100 120 140 160 180 200

Floodgates

Maintenance/Fencing/Culverts

Mechanical Cleaning

Other

Pumps

Vegetation Control

Thousands




No Income for this Activity


Mechanical Cleaning -We anticipate saving $78K due to no mechanical cleaning taking place under level 4 of Covid -19 lockdown.

Capital Expenditure

Capital works programmes is tracking behind anticipated levels, some planned works will be carried forward into the next financial year. The Pūkorokoro project $600k is unlikely to proceed this year.

0 200 400 600 800 1,000 1,200

Land Drainage

Thousands

Capital Expenditure




APPENDIX B

Table 1: Mechanical Cleaning Progress – Unchanged for April


Public Excluded Business


(Pages 126-143 have been removed)

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