Agenda of Infrastructure Committee

N-logotype-black-wide Infrastructure Committee

21 November 2019

Page No.

1. Apologies

1.1 An apology has been received from Her Worship the Mayor Reese

2. Confirmation of Order of Business

3. Interests

3.1 Updates to the Interests Register

3.2 Identify any conflicts of interest in the agenda

4. Public Forum

5. Chairperson's Report 8 - 10

Document number R13600

Recommendation

That the Infrastructure Committee

1. Receives the report Chairperson's Report (R13600); and

2. Appoints the following Elected Member to a liaison role as follows:

Organisation/Group

Liaison

Accessibility for All

Mel Courtney

6. Council submission on Proposed Priority Products and Priority Product Stewardship Guidelines 11 - 26

Document number R10441

Recommendation

That the Infrastructure Committee

1. Receives the Report Council submission on Proposed Priority Products and Priority Product Stewardship Guidelines
(R10441) and its attachment (A2276930); and

2. Approves retrospectively the submission signed by both Nelson City Council and Tasman District Council to the Ministry for the Environment (A2276930 - Attachment one of report R10441).

7. Nelson Tasman Regional Landfill Business Unit 2020/21 Business Plan 27 - 46

Document number R11477

Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Tasman Regional Landfill Business Unit 2020/21 Business Plan (R11477) and its attachment (A2279731); and

2. Provides comments back to the Nelson Tasman Regional Landfill Business Unit Acting General Manager on the draft 2020/21 Business Plan (A2279731).

8. Nelson Regional Sewerage Business Unit 2020/21 Business Plan 47 - 72

Document number R11478

Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Regional Sewerage Business Unit 2020/21 Business Plan (R11478) and its attachment (A2279695); and

2. Provides comments back to the Nelson Regional Sewerage Business Unit Acting General Manager on the draft Nelson Regional Sewerage 2020/21 Business Plan (A2279695).

9. Nelson Regional Sewerage Business Unit Annual Report 2018/19 73 - 110

Document number R11481

Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Regional Sewerage Business Unit Annual Report 2018/19 (R11481) and its attachment (A2279751); and

2. Receives the Nelson Regional Sewerage Business Unit Annual Report 2018/19 (A2279751).

10. Nelson Tasman Regional Landfill Business Unit - Annual Report 2018/19 111 - 135

Document number R11482

Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Tasman Regional Landfill Business Unit - Annual Report 2018/19 (R11482) and its attachment (A2279829); and

2. Receives the Nelson Tasman Regional Landfill Business Unit - Annual Report 2018/19 (A2279829).

11. Infrastructure Quarterly Report to 30 September 2019 136 - 203

Document number R12536

Recommendation

That the Infrastructure Committee

1. Receives the report Infrastructure Quarterly Report to 30 September 2019 (R12536) and its attachments (A2291554, A2274684 and A2288750); and

2. Notes an anticipated deferral of budget for Awatea Pump Station Upgrade in the 2019/20 Financial Year.

Recommendation to Council

That the Council

1. Approves the additional funding of $420,000 for St Vincent Sewer Renewal in the 2019/20 Financial Year; and

2. Approves the additional funding of $700,000 in 2019/20 and $2,100,000 in 2020/21 to complete the Saxton Creek Upgrade between Champion Road and Main Road Stoke; and

3. Approves the additional funding of $89,000 in 2019/20 to complete the Railway Reserve Underpass noting that the culvert underpass has been ordered.

CONFIDENTIAL Business

12. Exclusion of the Public

Recommendation

That the Infrastructure Committee

1. Excludes the public from the following parts of the proceedings of this meeting.

2. 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	General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Particular interests protected (where applicable)
1	Recycling - The Way Forward	Section 48(1)(a) The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7	The withholding of the information is necessary: · Section 7(2)(h) To enable the local authority to carry out, without prejudice or disadvantage, commercial activities · Section 7(2)(i) To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

Item

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

Particular interests protected (where applicable)

Recycling - The Way Forward

Section 48(1)(a)

The public conduct of this matter would be likely to result in disclosure of information for which good reason exists under section 7

The withholding of the information is necessary:

· Section 7(2)(h)

To enable the local authority to carry out, without prejudice or disadvantage, commercial activities

· Section 7(2)(i)

To enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations)

Item 7: Council submission on Proposed Priority Products and Priority Product Stewardship Guidelines

Infrastructure Committee

21 November 2019

REPORT R10441

Council submission on Proposed Priority Products and Priority Product Stewardship Guidelines

1. Purpose of Report

1.1 To retrospectively approve the joint Nelson City and Tasman District Councils’ submission to the Ministry for the Environment on their consultation on Proposed Priority Products and Priority Product Stewardship Guidelines.

2. Summary

2.1 The Government opened consultation on six priority products to be considered for mandatory product stewardship. The consultation also requested feedback on the proposed Ministerial guidelines for the design of product stewardship schemes, including timelines for accreditation of each scheme.

2.2 Due to the short time frame with submissions being due by 4 October 2019, a pro forma submission was prepared and submitted on behalf of both Nelson and Tasman Councils, and signed by the Chairs of Nelson City Council’s Works and Infrastructure Committee and Tasman District Council’s Engineering Services Committee. Retrospective approval of the submission by Nelson City Council is required by this Committee. It is noted that Tasman District Council officers have delegated authority to approve submissions. The submission is attached (Attachment one).

2.3 The Councils’ submission supports the move to a mandatory approach to product stewardship for the proposed six priority products, as well as supporting the proposal that a staged approach be used. The submission also broadly supported the six priority products but provided a range of feedback on each category.

3. Recommendation

That the Infrastructure Committee

1. Receives the Report Council submission on Proposed Priority Products and Priority Product Stewardship Guidelines
(R10441) and its attachment (A2276930); and

2. Approves retrospectively the submission signed by both Nelson City Council and Tasman District Council to the Ministry for the Environment (A2276930 - Attachment one of report R10441).

4. Background

4.1 Nelson City Council (NCC) and Tasman District Council (TDC) share a Joint Waste Management and Minimisation Plan 2019 (JWMMP). The JWMMP strongly supports product stewardship; it is one of the seven guiding principles.

4.2 During the review of the JWMMP there was a significant level of support demonstrated for regulated product stewardship (just under one third of submitters requested this).

4.3 Product stewardship is one of the key tools of the Waste Management Act 2008 (WMA). The purpose of product stewardship is to encourage (and, in certain circumstances, require) the people and organisations involved in the life of a product to share responsibility for ensuring there is effective reduction, reuse, recycling, or recovery of the product and managing any environmental harm arising from the product when it becomes waste. Essentially a product producer designs a “scheme” to manage a product throughout its life, and the scheme design includes collection and management systems, funding and governance.

4.4 The WMA provides for voluntary and mandatory product stewardship schemes. Since 2008, the Government has encouraged the development of voluntary product stewardship schemes. A total of 14 voluntary schemes are in operation that have been accredited under the WMA. These include a range of products: packaging, electrical and electronic equipment (e-waste), paint, agrichemicals, lubricating oil, refrigerants, farm plastics, carpet and concrete. To date many of these schemes have performed well with the products they manage, but have suffered through lack of participation by producers and non-participants have either avoided costs (or sometimes offered products at a lower cost) or become “free riders” in the schemes.

4.5 The Government is proposing to require mandatory product stewardship for the six products by the Minister declaring these as “priority products”. This will set in train a process that will require producers to develop and implement product stewardship schemes. The Government is also planning to publish guidelines for the design of and expected outcomes from a product stewardship scheme. Eventually, when a scheme has been accredited, the Government will publish regulations that will require participation in the scheme by all parties that sell the product. The six priority products are tyres, electrical and electronic products, agrichemicals and their containers, refrigerants and other synthetic gases, farm plastics, and packaging.

4.6 The Government consultation was on the proposed declaration of these six priority products, and the proposed Ministerial guidelines for design of product stewardship schemes (including timelines for accreditation of schemes). Further information on the consultation is available here: https://www.mfe.govt.nz/publications/waste/summary-of-proposed-priority-products-and-priority-product-stewardship-scheme

5. Discussion

5.1 The principles of the proposed product stewardship consultation align well with the goals and aspirations of the JWMMP. In the JWMMP Councils have committed to a 10% reduction per person of waste to landfill by 2030 and schemes of this type are likely to contribute to a reduction in waste.

5.2 The submissions to the JWMMP 2019 demonstrated a strong appetite in the community for responsible management of products to reduce waste.

5.3 Reductions in waste to landfill and better reuse of resources across these products should result in reduction of emissions of greenhouse gases, both from landfill and the embodied energy represented in the manufacture and distribution of these products.

5.4 Well-designed product stewardship programmes could also contribute to a reduction in Council’s cost of management and recovery of these products.

5.5 By moving to mandatory product stewardship, a level playing field will be created for these products by ensuring that all manufacturers participate.

6. Options

6.1 Two options are presented to the Committee. Officers recommend Option one.

Option 1: Approve the joint Council submission on Proposed Priority Products and Priority Product Stewardship Scheme Guidelines
Advantages	· Signals support for product stewardship development · Supports vision and goals of JWMMP · Supports Council’s involvement in the development of product stewardship schemes
Risks and Disadvantages	· None
Option 2: Do not approve the joint Council submission on Proposed Priority Products and Priority Product Stewardship Scheme Guidelines
Advantages	· None
Risks and Disadvantages	· Potential lack of alignment with Tasman District Council as partner on the JWMMP · Lack of clear position statement on product stewardship proposals if submission withdrawn

Author: Karen Lee, Environmental Programmes Adviser

Attachments

Attachment 1: Nelson Tasman Product Stewardship Submission A2276930 ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

The submission is aligned with the purpose of Local Government in enabling “democratic decision-making and action by, and on behalf of, communities” as it reflects the submissions made to the JWMMP supporting product stewardship. Furthermore, by reducing waste to landfill and subsequently reducing greenhouse gas emissions, product stewardship programmes should improve environmental well-being. The longer term improved product stewardship programmes may also contribute to economic well-being, through a reduction in Council’s and the communities cost of management and recovery of products.

2. Consistency with Community Outcomes and Council Policy

The recommendations in this report support the following Nelson City Council Community Outcomes – “Our unique environment is healthy and protected”; “Our infrastructure is efficient, cost effective and meets current and future needs”; “Our communities are healthy, safe, inclusive and resilient” and “Our region is supported by an innovative and sustainable economy”.

3. Risk

Not providing feedback on the Government proposal risks perception that Council is uninterested and/or that the final approved proposal will not have considered Council’s view.

These schemes also have potential to improve the reduction and management of waste in our region.

By not supporting these proposals there is a risk that without a clear position, Council will not be best placed to engage on the development of these programmes. Participation is important to reduce the risk of the proposed schemes having unintended impacts on either Council service delivery or existing regional voluntary programmes which already contribute to good product stewardship outcomes.

4. Financial impact

As the proposed product stewardship schemes will be funded through levies associated with the programme it is not anticipated that there will be direct costs to Council.

5. Degree of significance and level of engagement

This matter is of low significance. The Ministry for the Environment has opened engagement to all local/regional authorities. The submission supports the goals and aspiration of the JWMMP which was widely consulted on before adoption in September 2019.

6. Climate Impact

This decision will support emission reduction (mitigation) at a local and national level through improved processes in design, manufacturing, re-use and recycling of materials and resources. It is also an opportunity for Council to demonstrate leadership in supporting actions to combat climate change. It is not anticipated that this decision will have an impact on the ability of Council to proactively respond to the impacts of climate change (adaptation).

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report.

8. Delegations

The Infrastructure Committee has the following delegations to consider areas pertaining to the Nelson Tasman Joint Waste Management and Minimisation Plan:

5.6.1 Relevant Areas of Responsibility:

· Solid Waste management, including transfer stations and waste minimisation

· Regional Landfill

· Recycling.

5.6.2 Delegations:

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters, which includes

• Approving submissions to external bodies or organisations, and on legislation and regulatory proposals.

Item 8: Nelson Tasman Regional Landfill Business Unit 2020/21 Business Plan

Infrastructure Committee

21 November 2019

REPORT R11477

Nelson Tasman Regional Landfill Business Unit 2020/21 Business Plan

1. Purpose of Report

1.1 To receive, consider and provide feedback on the Draft 2020/21 Nelson Tasman Regional Landfill Business Unit (NTRLBU) Business Plan (Business Plan).

2. Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Tasman Regional Landfill Business Unit 2020/21 Business Plan (R11477) and its attachment (A2279731); and

2. Provides comments back to the Nelson Tasman Regional Landfill Business Unit Acting General Manager on the draft 2020/21 Business Plan (A2279731).

3. Background

3.1 The NTRLBU was established by the Nelson City Council (NCC) and Tasman District Council (TDC) in April 2017 and became operational from 1 July 2017.

3.2 The approved Terms of Reference require that the Draft Business Plan be presented annually to each Council by 31 October each year and allow for each Council to provide feedback on the draft Business Plan.

3.3 The Draft 2020/21 Business Plan has been prepared by the NTRLBU Acting General Manager and was presented to the Board who resolved on 13 September 2019, as follows:

Moved Cr Maling/Cr Walker

RLBU19-09-2

That the Nelson-Tasman Regional Landfill Business Unit:

2. receives and approves the Draft Business Plan 2020/21 and the proposed landfill charges for 2020/2021 subject to minor changes approved by the Chairman; and

3. recommends the Draft Business Plan 2020/21 be presented to the Tasman District Council and Nelson City Council for their feedback.

CARRIED

3.4 The NTRLBU can only formally adopt the Draft Business Plan after receiving and considering comment from the two Councils and is then required to present the final Business Plan to the Councils by 31 May for inclusion in each Council’s draft Annual Plan.

4. Discussion

4.1 The Draft Business Plan is appended as Attachment 1 and the Acting General Manager will be present at the meeting to answer any questions.

4.2 Key features of the Draft Business Plan are discussed below:

Local Disposal Levy (LDL)

4.3 The LDL is a sum received by each of the two Councils from the NTRLBU, which each Council uses to cover its expenses on solid waste activities. In the case of NCC, this includes:

4.3.1 Recycling;

4.3.2 Greenwaste collection at the transfer station and transfer to Richmond;

4.3.3 Operating the Pascoe Street Transfer Station and transportation of waste to York Valley Landfill;

4.3.4 Waste Minimisation initiatives.

4.4 For the Committee’s information, each Council submits, independently, to the NTRLBU General Manager their required LDL, after which the General Manager puts forward equal amounts for each Council for inclusion in the draft Business Plan – the amount being the lesser of the two requests from each Council.

4.5 The current 2019/20 financial year LDL is $2.4M. The proposed LDL in the draft 2020/21 Business Plan remains at $2.4M, this being the lesser of the two amounts requested.

4.6 NCC officers had signalled a slightly higher LDL to take into consideration the expected increase in the recycling contract that was being repriced by Nelmac. The matter of the repriced recycling contract is the subject of a separate report on this agenda.

4.7 The Committee’s attention is also drawn to the fact that the recently adopted Joint Waste Minimisation and Management Plan by the two Councils sets a target of reducing waste to landfill by 10% per person by 2030. The consideration as to how each Council will be addressing this reduction will be part of the wider discussion of the Solid Waste Activity Management Plan to be workshopped with Councillors in the coming months. Currently no provision exists in the 2020/21 LDL of $2.4M for any reduction initiatives. Future LDLs will need to include for work to reduce the target by 10%.

Landfill Charges

4.8 The NTRLBU has the authority to set fees and charges and these are proposed to increase by 5% for 2020/21. This increase is made up of:

4.8.1 Renewals work to the stormwater and leachate control system at York Valley capital works;

4.8.2 Increased Emissions Trading Scheme (ETS) costs due to higher budgeted unit costs ($25 per unit);

4.8.3 A provision of $100,000 to cater for work on understanding the carbon footprint of the joint landfills.

Long-term objectives

4.9 A long-term objective has been added on greenhouse gas emissions with the commitment to measure and reduce greenhouse gas emissions from the landfill.

5. Options

5.1 The Committee has the option to provide feedback to the NTRLBU.

6. Conclusion

6.1 The NTRLBU Draft 2020/21 Business Plan has been approved by the NTRLBU Board and released to the two Councils for comment.

Author: Alec Louverdis, Group Manager Infrastructure

Attachments

Attachment 1: A2279731 - NTRLBU Business Plan 2020 - 2021 ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

The NTRLBU is a joint committee constituted pursuant to the provisions of Schedule 7 to the Local Government Act 2002. A regional landfill contributes to the four Local Government well-beings of social, economic, environmental and cultural.

2. Consistency with Community Outcomes and Council Policy

The draft Business Plan will feed into the 2020/21 Annual Plan.

3. Risk

This report allows Council to comment on the NTRLBU Business Plan and these comments will be considered by the Joint Committee. The risk of not approving the Business Plan is that this could delay the NTRLBU implementing their Business Plan for 2020/21 or council feeding the information into the 2020/21 Annual Plan.

4. Financial impact

The NTRLBU 2020/21 Business Plan reflects a minor increase in landfill fees and charges and this will be included in the 2020/21 Annual Plan.

5. Degree of significance and level of engagement

The NTRLBU is a Joint Committee of the two Councils and its activities are included in the Long Term Plans and Annual Plans of each Council. Consultation is undertaken by both Councils in the preparation and adoption of these plans.

6. Climate Impact

The draft Business Plan includes a long-term objective on greenhouse gas emissions with the commitment to measure and reduce greenhouse gas emissions from the landfill. The NTRLBU will also be working closely with the NCC and TDC with regards the recently adopted JWMMP that has set a target of reducing waste to landfill by 10% per person by 2030.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report, but iwi have representation on the Board.

8. Delegations

The Infrastructure Committee has the following delegations to consider the Nelson Tasman Regional Landfill Business Plan:

5.6.1 Relevant Areas of responsibility:

• Solid Waste management, including transfer stations and waste minimisation

• Regional Landfill

• Recycling

5.6.2 Delegations:

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters includes

• Developing, approving, monitoring and reviewing policies and plans, including activity management plans and the Infrastructure Strategy

Item 9: Nelson Regional Sewerage Business Unit 2020/21 Business Plan

Infrastructure Committee

21 November 2019

REPORT R11478

Nelson Regional Sewerage Business Unit 2020/21 Business Plan

1. Purpose of Report

1.1 To receive, consider and provide feedback on the Draft 2020/21 Nelson Regional Sewerage Business Unit (NRSBU) Business Plan (Business Plan).

2. Recommendation

That the Infrastructure Committee

1. Receives the report Nelson Regional Sewerage Business Unit 2020/21 Business Plan (R11478) and its attachment (A2279695); and

2. Provides comments back to the Nelson Regional Sewerage Business Unit Acting General Manager on the draft Nelson Regional Sewerage 2020/21 Business Plan (A2279695).

3. Background

3.1 The NRSBU was established by the Nelson City Council (NCC) and Tasman District Council (TDC) in July 2000. Its purpose is to manage and operate the wastewater treatment facilities at Bell Island and the associated reticulation network efficiently and in accordance with resource consent conditions and to meet the needs of its customers.

3.2 The five major customers are NCC, TDC, ENZA Foods, Alliance and Nelson Pine Industries.

3.3 The Memorandum of Understanding requires that the Draft Business Plan be presented annually to each Council by 31 December each year and allows for each Council to provide feedback on the draft Business Plan.

3.4 The draft 2020/21 Business Plan has been prepared by the Acting General Manager and was presented to the Board, who resolved on 13 September 2019 as follows:

Moved Walker/Cr Maling

NRSBU19-09-1

That the Nelson Regional Sewerage Business Unit:

1. receives and approves the draft NRSBU Business Plan 2020/2021 subject to minor changes approved by the Chairman; and

2. recommends the draft NRSBU Business Plan 2020/2021 be presented to the Tasman District Council and Nelson City Council for their feedback.

CARRIED

3.6 The NRSBU can only formally adopt the Draft Business Plan after receiving and considering comment from the two Councils and is then required to present the final Business Plan to the Councils by 20 March, for inclusion in each Council’s draft Annual Plan.

4. Discussion

4.1 The Draft Business Plan is appended as Attachment 1 and the Acting General Manager will be present at the meeting to answer any questions.

4.2 A key feature of the draft Business Plan is the inclusion of a long–term objective of greenhouse gas emissions with the commitment to measure and reduce greenhouse gas emissions from the facility.

4.3 There are several changes of the draft 2020/21 budget compared to Y3 of the Long Term Plan budget including:

4.3.1 Owner’s distribution down $650,000 due to lower return on capital in sales due to lower interest rates.

4.3.2 Increased operations and maintenance expenditure of $400,000 to address backlog of work and increased cost of Biosolids contract;

4.3.3 Increased management costs due to use of external consultant to manage the Business Unit;

4.3.4 Increased depreciation of $265,000;

4.3.5 Loan repayments are down due to higher renewals;

4.3.6 Increased renewals of $638,000 for work on the inlet/aeration basis/clarifier and ponds, an extra $100,000 for miscellaneous work, an extra $600,000 for Solids handling, $150,000 for buildings and $100,000 for electrical work;

4.3.7 Increase capital upgrades of $5M for the pipeline upgrade, $2.8M for WWTP upgrades aligned with the resource consent, $240,000 for the Biosolids resource consent, $750,000 for desludging the ponds and $100,000 for the Carbon Emissions work.

5. Options

5.1 The Committee has the option to provide feedback to the NRSBU on the draft Business Plan.

6. Conclusion

6.1 The NRSBU Draft 2020/21 Business Plan has been approved by the NRSBU Board and released to the two Councils for comment.

Author: Alec Louverdis, Group Manager Infrastructure

Attachments

Attachment 1: A2279695 - NRSBU Business Plan 2020 - 2021 ⇩

Important considerations for decision making

1. Fit with Purpose of Local Government

The NRSBU is a joint committee constituted pursuant to the provisions of Schedule 7 to the Local Government Act 2002 and contributes to the four Local Government well-beings of social, economic, environmental and cultural.

2. Consistency with Community Outcomes and Council Policy

The draft Business Plan will feed into Council’s 2020/21 Annual Plan.

3. Risk

This report allows Council to comment on the NRSBU Business Plan and these comments will be considered by the Joint Committee. The risk of not approving the Business Plan is that this could delay the NRSBU implementing their Business Plan for 2020/21 or Council feeding the information into their 2020/21 Annual Plan.

4. Financial impact

The NRSBU 2020/21 Business Plan reflects an increase in essential renewals expenditure and the commencement of the regional pipeline upgrade.

5. Degree of significance and level of engagement

The NRSBU is a Joint Committee of the two Councils and its activities are included in the Long-term Plans and Annual Plans of each Council. Consultation is undertaken by both Councils in the preparation and adoption of these plans.

6. Climate Impact

A key feature of the draft Business Plan is the inclusion of a long–term objective of greenhouse gas emissions with the commitment to measure and reduce greenhouse gas emissions from the facility.

7. Inclusion of Māori in the decision making process

No engagement with Māori has been undertaken in preparing this report but iwi have representation on the Board.

8. Delegations

The Infrastructure Committee has the following delegations to consider the Nelson Regional Sewerage Business Plan:

5.6.1 Relevant Areas of responsibility:

• Wastewater, including Bell Island Wastewater Treatment Plant

5.6.2 Delegations:

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters includes

• Developing, approving, monitoring and reviewing policies and plans, including activity management plans and the Infrastructure Strategy

Item 12: Infrastructure Quarterly Report to 30 September 2019

Infrastructure Committee

21 November 2019

REPORT R12536

Infrastructure Quarterly Report to 30 September 2019

1. Purpose of Report

1.1 To inform the Committee of the financial and non-financial results for the first quarter for the activities under its delegated authority.

2. Recommendation

That the Infrastructure Committee

1. Receives the report Infrastructure Quarterly Report to 30 September 2019 (R12536) and its attachments (A2291554, A2274684 and A2288750); and

2. Notes an anticipated deferral of budget for Awatea Pump Station Upgrade in the 2019/20 Financial Year.

Recommendation to Council

That the Council

1. Approves the additional funding of $420,000 for St Vincent Sewer Renewal in the 2019/20 Financial Year; and

2. Approves the additional funding of $700,000 in 2019/20 and $2,100,000 in 2020/21 to complete the Saxton Creek Upgrade between Champion Road and Main Road Stoke; and

3. Approves the additional funding of $89,000 in 2019/20 to complete the Railway Reserve Underpass noting that the culvert underpass has been ordered.

3. Background

3.1 Quarterly reports on performance are being provided to each Committee on the performance and delivery of projects and activities within their areas of responsibility.

3.2 The financial reporting focuses on the year to date performance (1 July 2019 to 30 June 2020) compared with the year-to-date (YTD) approved capital and operating budgets.

3.3 Unless otherwise indicated, all information is against approved operating budget, which is the 2019/20 Annual budget plus any carry forwards, plus or minus any other additions or changes as approved by the Committee or Council.

3.4 More detailed project status reports are included (attachments) for the 37 projects that fall under the Infrastructure Committee. These have been selected if their budget is at least $250,000 for 2019/20, are multi-year projects with a budget over $1 Million, or have been assessed to be of particular interest to the Committee.

3.5 Project status is analysed based on three factors; quality, time and budget. From the consideration of these three factors the project is summarised as being on track (green), some issues/risks (yellow), or major issues/risks (red). Projects that are within 5% of their budget are considered to be on track in regards to the budget factor.

4. Key developments for the three months to 30 September 2019

4.1 Saltwater Creek Bridge work was completed with some minor planting and tidy up being finalised.

4.2 Tui Glen water renewal project was tendered prior to the end of the last financial year allowing construction to get underway during this first quarter.

4.3 Nayland/Galway stormwater upgrade commenced last financial year and is progressing well. Work is on track to be completed by the middle of November.

5. Financial Results

Profit and Loss by Activity

Notes

· The “Total Operating Budget” differs from the “Total Annual Plan Budget” in that it includes carry forwards and reallocations made after the final approval of the Annual Plan.

· Base Expenditure is expenditure that happens year after year, for example yearly contracts or operating expenses.

· Programmed Expenditure is planned work, or there is a specific programme of works. For example, painting a building.

· Unprogrammed Expenditure is reactive or unplanned in nature, for example responding to a weather event. Budgets are included as provisions for these expenses which are unknown.

Operating Revenue (excluding rates)

Operating Expenditure (excluding internal interest)

Terms used

Ahead/behind – this indicates that the variance is due to timing, or that it is not yet known whether the variance will continue for the full year. This should be clarified in the commentary.

Over/under – this indicates that a budget has been overspent or underspent, and that it is likely there is an actual cost saving or overrun. This should be made clear by the commentary.

5.1 Staff Costs

Staff costs are overall behind budget by $267,000 across Infrastructure, including operating staff expenditure behind budget by $41,000 and capital staff expenditure behind by $226,000. Staff costs include all expenditure relating directly to the employment of staff, as well as some overheads which are allocated to cost centres on the same basis as staff time.

5.2 Transport

Subsidised Roading income is greater than budget by $36,000. New Zealand Transport Agency income is ahead of budget by $11,000 and is driven by expenditure. Tasman District Council Cycle Safety recoveries of $25,000 have been recorded against a nil budget.

Subsidised Roading expenditure is greater than budget by $16,000. Staff costs are ahead of budget by $95,000. Various expenditure codes are behind budget, notably street light power ($22,000), routine emergency costs ($22,000), routine drainage maintenance ($20,000), road marking ($19,000) road safety promotion ($17,000), and sealed pavement maintenance ($32,000). These budgets are on track to be spent for the full year. Condition inspection and data collection costs are year to date over budget by $33,000. This variance reflects new contract prices, and it is possible that the full year budget will be overspent. Travel demand management costs are ahead of budget by $54,000 due to timing.

Unsubsidised Roading income is less than budget by $16,000. Corridor access request recoveries are behind budget by $19,000. This variance reflect variability in the number and timing of applications.

Unsubsidised Roading expenditure is less than budget by $218,000. Staff costs are behind budget by $64,000. Champion Road Roundabout grant expenditure is behind budget by $118,000 due to timing from TDC (refer to individual sheets for more detail). Depreciation is under budget by $50,000. Street tree maintenance costs are over budget by $31,000. This item could exceed budget for the full year, but will be managed within the overall activity.

Parking Regulation income is less than budget by $22,000. This variance is driven by infringement fee income. Fees received to date are similar to 2018/19, and are currently on track to be under budget by $80,000 for the full year.

Parking Regulation expenditure is on budget. Staff costs are ahead of budget by $11,000. The costs of providing parking regulation services, including court processing costs and enforcement tows are under budget by $10,000. This could relate to lower demand for these services to date.

Parking and CBD Enhancement income is less than budget by $3,000. Rents are over budget, including footpath dining ($10,000) and market revenue ($20,000). Off street meter and permit fees are under budget by $30,000. This lag is expected to continue until the new meters are installed.

Parking and CBD Enhancement expenditure is greater than budget by $31,000. Parking meter maintenance costs are over budget by $42,000. Although this variance is expected to decrease over the year, a full year overspend of $15,000 is forecast for this account but will be managed within the overall activity. CBD coordinator costs are behind budget by $26,000 due to timing. Finance expenses are under budget by $5,000 and depreciation is under by $3,000.

Millers Acre Centre income is greater than budget by $4,000. This is due to more rent being received to date than budgeted.

Millers Acre Centre expenditure is less than budget by $10,000. Repairs and maintenance ($2,000), interest ($2,000) and depreciation ($5,000) are under budget.

Public Transport income is less than budget by $11,000. The cost of providing public transportation services is under pressure with a subsidy adjustment being sought from NZTA to account for additional costs.

Public Transport expenditure is on budget. Staff costs are behind budget by $35,000. Expenditure is ahead of budget, relating to the additional costs of providing public transportation services, including allowances for driver rests and meal breaks.

5.3 Solid Waste

Waste Minimisation income is less than budget by $25,000. Waste minimisation income is driven by expenditure.

Waste Minimisation expenditure is less than budget by $21,000. Staff operating expenditure is ahead of budget by $7,000. Expenditure is behind budget, including community e-day costs ($8,000), waste minimisation engagement contract ($13,000), waste management and minimisation plan ($4,000) and E-waste subsidy ($3,000).

Transfer Station income is greater than budget by $40,000. Transfer station income is driven by expenditure.

Transfer Station expenditure is greater than budget by $11,000. Plant and equipment maintenance costs are ahead of budget by $9,000.

Landfill expenditure is less than budget by $25,000. Local Disposal Levies are over budget by $44,000. These are internal charges and reflect variances to budget in other solid waste cost centres. Atawhai closed landfill costs are behind budget by $11,000.

Recycling income is greater than budget by $18,000. Recycling income is driven by expenditure.

Recycling expenditure is greater than budget by $38,000. Staff operating expenditure is greater than budget by $5,000. Fibre subsidy expenditure is over budget by $43,000 year to date. The subsidy is a payment made to Nelmac for fibre and mixed plastics due to a drop in commodity prices. This expenditure is required under the contract that Council holds with Nelmac. It is anticipated that this variance to budget will continue to increase as the year progresses. For the 2019/20 financial year recycling expenditure is funded 50% from the solid waste reserve and 50% from the landfill. The landfill funding is reflected in greater than budget income, which offsets the expenditure variance.

5.4 Utilities

Wastewater expenditure is greater than budget by $45,000. Staff operating expenditure is behind budget by $37,000. Wastewater reticulation reactive maintenance is over budget by $83,000 due to the cost of reactive works, including Paru Paru pump failures, Nile Street gravity system blockages, and Atawhai Rising Main leak in September. There is a risk this budget will be overspent for the full year. Inflow and infiltration reduction programme costs are ahead of budget by $34,000 due to timing. Depreciation is under budget by $25,000.

Stormwater expenditure is less than budget by $75,000. Stormwater reticulation reactive maintenance costs are behind budget by $59,000 due to timing. Depreciation is under budget by $17,000.

Water supply income is greater than budget by $60,000. Commercial water meter income is over budget by $69,000 due to additional income received in the current year. Water charge penalty income is behind budget by $9,000.

Water supply expenditure is less than budget by $149,000. Staff operating expenditure is ahead of budget by $14,000. Several items are behind budget due to timing, including insurance ($58,000), water treatment maintenance ($46,000), Tasman District Council water purchase ($19,000), and contribution to Vanguard Street water main ($18,000).

Flood Protection expenditure is less than budget by $54,000. Staff operating expenditure is behind budget by $28,000. Open Channel Programmed and Reactive Flood Protection Maintenance are behind budget by $24,000 due to timing.

Capital Expenditure (including capital staff time, excluding vested interests)

6. Commentary on Capital Projects

6.1 All capital projects with a budget greater than $250,000 in this financial year have a project sheet in Attachment 1 of this report.

6.2 Note that the budget figures within the one page reports now include capital staff costs.

Key Points to note:

6.3 Integrated Electronic bus ticketing

The Integrated Electronic Bus ticketing project is progressing. All equipment is installed on our buses and the project team are turning their minds to staffing and the roll-out of the detailed communications plan. Currently Northland Regional Council are in a live test phase. This means that a small number of cards are in use with the equipment in the far north and any issues with transactions flowing into the back office are being tracked by the developers. Although there have been some delays for other regions, Nelson’s “go live” date remains 2 March 2020. Additional costs incurred due to delays are being addressed through a cost scope adjustment request to NZTA that is currently under consideration.

6.4 Champion Road roundabout and underpass

Tasman District Council (TDC) is undertaking a project to increase capacity at the Champion Road/Salisbury Road roundabout, including a cycle/pedestrian crossing point on Champion Road. In 2018 TDC considered an underpass would be the best solution and following a request from TDC, the original funding approved by NCC of $150,000 was supplemented with an additional grant of $320,000 toward the underpass. The underpass was planned to connect the shared path from Nelson/Stoke to the footpath and cycleway alongside Salisbury Road towards Richmond. Council’s total contribution is $470,000. Any solution will require a business case and is subject to NZTA approval. TDC has undertaken site investigation work and ground water levels and the exact location of all the underground services have increased costs. TDC have sought feedback from key stakeholders, including NCC as key funder, on alternative crossing solutions to inform a report going to TDC Councillors on 7 November 2019. NCC have provided feedback to TDC in a submission signed by the previous Works & Infrastructure and Regional Transport Committee chairs supporting the underpass. The submission for information is appended as Attachment 2. A report on the implications of any decision TDC makes on this matter will be brought to the next Regional Transport Committee.

6.5 Car parking meter renewal

In August 2019 Council resolved to proceed to procure a Pay by Plate operating system. The contract for the new meters was tendered in September and is currently being assessed with a view to award of the contract later this year. Pay by Plate requires a change to the Parking and Vehicle Control Bylaw (Bylaw). This Bylaw change has been consulted on and a report on the submissions will be presented to Council in December 2019. The contract for the renewal will be awarded once the Bylaw change has been approved with a view to implementation of the new meters mid-2020.

6.6 Saltwater Creek Bridge upgrade

The contractor has completed works, some minor landscaping will be completed over the next few weeks.

6.7 Residential water meters renewal

The first installation programme was completed with 2,680 meters installed. The next tranche of meters are due to be installed from January 2020. Full meter replacement is planned to be completed by June 2022.

6.8 Awatea Pump Station

This project to replace the Parkers # 1 and # 2 pump stations has a projected spend of $517,000 this year versus a budget of $1,107,000 ($590,000 projected deferral). This re-prioritisation of budget has been necessary because of delays to the programme (refer to individual project information in attachment).

6.9 St Vincent sewer renewal

The project budget for this financial year is inadequate as a result of increased length of sewer to be renewed along with a need to increase the pipe diameter to allow for future development. Additional budget of $420,000 is required in 19/20 to enable works to be completed.

6.10 Saxton Creek upgrade – (Champion to Main Road Stoke)

The upgrade of the Saxton Creek was deemed a priority project following the 2013 extreme rainfall event that caused severe flooding in the area. To date Council has completed physical works on two of the three stages of the project.

The resource consent for the remaining stage of Saxton Creek upgrade (between Champion and Main Road Stoke) was finalised during this quarter and the landowner agreements have progressed well. This has paved the way for physical works to commence (in the early new year).

The contract for this project was awarded to Downer New Zealand in 2015 and was based on completing the entire work between Champion and Main Road Stoke over three stages. One tender was let and awarded to ensure continuity and Downer have since completed stages one and two in 2016 and 2017. The project has seen several frustrating delays over the past four years due to protracted negotiations with numerous landowners as well as a change in several of these landowners. Due to the time that has passed since original award, the inclusion of more stringent environmental requirements, contracting sector workload, increased health and safety requirements, changes to bridge design standards and the need to change construction methodology following the completion of multiple adjoining developments including the nearby Summerset Retirement village and changes to the works for the remaining stage has increased the overall project budget to $4.9M. The approved LTP budget is $3.1M, so an additional $1.8M is required.

We are looking to progress the start of the new bridge work in early December, with the additional funds to be utilised for the downstream upgrade works, from January 2020 onwards.

6.11 A summary of the additional funds required this financial year and 2020/21 are summarised in the table below.

Project	Current 19/20 Budget	Proposed 19/20 Budget	19/20 Budget Difference	Proposed 20/21 Budget	20/21 Budget Difference
Saxton Creek Upgrade	$1,300,000	$2,000,000	$700,000	$2,100,000	$2,100,000
St Vincent St Sewer Renewal	$396,180	$816,180	$420,000	$0	$0

6.12 Railway Reserve/Princes Drive crossing

As part of the proposed access road from the Coastal View development to Waimea Road, Council has a project to construct an underpass to accommodate Railway Reserve users.

The underpass work, which includes a concrete culvert and regrading of approaches is estimated to cost $519,000 (including design, administration and a 20% contingency). This exceeds the current allocated budget in the Low Cost Low Risk category of the NZTA subsidised budget from where this project is funded with a budget of $430,000. The funding for the underpass is being confirmed with NZTA.

The developer has commenced earthworks of the access road with the aim of completing the road and signalised intersection by June 2020. They are on a very tight timeline and have indicated that they cannot slow down their works. Council is working with the developer to co-ordinate work programmes to ensure synergies and economies of scale.

In order to align work programmes, the concrete culvert (estimated at $187,900) needs to be ordered by 15 November. Officers have sought a supplier who can meet the tight deadline of having the culvert constructed and delivered to site by February next year and have progressed that order.

The shortfall in budget for the civil works (tying the approaches into the new underpass) is $89,000 and if the NZTA subsidy is approved will result in a nett council share of $45,000.

7. Commentary on operational projects

7.1 There are detailed status reports for two operational projects included in the attachments. These projects, have been selected for quarterly reporting as they have been assessed to be of particular interest to the Committee.

7.2 These operational projects are assessed on the same factors – quality, time and budget and noted as being on track, with some issues/risks or with major issues/risks. These project updates are appended in Attachment 1.

7.3 Sewer Overflows. A number of important and inter-related strands of work are underway to reduce sewer overflows throughout the city including:

7.3.1 Inflow and Infiltration (I&I)

· Work in the two trial areas (Washington Valley and Rutherford) is well underway. Work is underway to capture the lessons from this work as we roll out this work throughout the city.

· Fixes to Council owned buildings will be included in planned maintenance work going forward.

· The current draft I&I strategy document has been reviewed by an industry expert and officers will refine the strategy accordingly which will result in a more adaptive and “built for purpose” approach.

7.3.2 Hydraulic Model Update

· The Central City wastewater model has been updated and officers are progressing with calibration and flow monitoring (the last time this was done was 11 years ago). Once the calibration is complete, the model will be able to be used to its full extent as an integral part of the I&I (and other) projects. The Nelson South model (Stoke and Tahunanui) is planned to be completed in the 2020/21 & 2021/22 financial years.

7.3.3 Pipe renewals

· An ongoing programme of pipe renewal and upgrade is underway and this will continue to improve I&I.

7.4 Nelson North Wastewater Treatment Plant (NWWTP) resource consent renewal

Work is underway to renew the resource consent for the NWWTP, which expires in December 2024. Considerable consultation will be required with our iwi partners. The renewal of this consent will be complex and consideration will need to take into account climate change and expected improved discharge standards that will be announced by the Ministry of the Environment around July 2020. How we deal with the planned upgrade of the Atawhai Rising Main will need to be factored into this project.

7.5 Maitai Dam Emergency Action Plan

The Maitai Dam Emergency Action Plan is currently being developed and will involve a full scale exercise involving the Police, FENZ and Civil Defence Emergency Management. While it is considered that the risk of dam failure from sabotage is low, there are other risks (e.g. an extreme earthquake event which damages the dam) that should be considered. Workshops with the emergency services have taken place and a desktop exercise is planned to be completed before the end of December 2019.

7.6 Streetlight upgrade

Work on streetlight renewals continues with Council’s contractor replacing concrete poles and old octagonal spunlite poles in Norwich Street, Akersten Street, Rutherford Street, Cambria Street and Vanguard Street.

A streetlight upgrade with new poles and luminaries has been completed at the Carkeek Street/Vickerman Street intersection. Work is ongoing in Marlowe Street including additional poles to meet the required lighting standards. Work in Haven Road is also due to start in November and will include replacing most of the streetlight poles on the Saltwater Creek side of the road with new streetlight poles in the median. In other work the Trafalgar Street Bridge decorative LED’s are planned to be replaced in Q2 and Q3 of the financial year.

7.7 Road Safety and Travel Demand Management

· Police Fatigue Stops: NCC and other top of the south road safety co-ordinators have worked together to deliver safety messages via “goodie bags” to be distributed throughout the summer period at six Police Fatigue Stops. The first of which was held on Monday 28 October at O’Sullivans Bridge in Murchison. An NZTA survey will be completed by drivers who choose to stop, have a coffee and a chat to staff.

· Cops with Cakes Road Safety Expo: NCC and TDC have been working closely with local Police to create and organise a Road Safety expo at Saxton Field on Sunday 10 November. The event is designed to get people engaging with Police in a relaxed atmosphere, with emergency services demonstrations, games and prizes, cupcakes, a free BBQ served by Police, safety demonstrations, cycle training, child restraint fittings, aged and young driver support.

· Motorcycle Bikers Brunch: NCC, TDC and ACC operated a stand at the Bikers Brunch at a local motorcycle retail outlet recently as part of September Motorcycle Awareness Month. Over 86 registrations were taken for new “Ride Forever” training courses.

· Big Bike Fix Ups: The first of these was held September and another is planned for November at Nelson Intermediate School. At the September event 19 bikes were fixed up and given away to grateful recipients who either had no form of transport, or wanted to choose to cycle rather than drive. Staff gathered contacts for cycle training sessions from this event, and ensured riders were prepped on how to maintain their new bikes going forward.

7.8 Innovative Streets

In June 2019 a group of Kawai Street residents and parents of the Nelson South Kindergarten presented to a public forum of the Infrastructure Committee with road safety concerns about the street. The presentation discussed tree plantings, frangible chicanes, street art, and speed humps and called for Council to trial some of these approaches to traffic calm the area.

The request has strong alignment with NZTA’s Innovative Streets programme. The Programme aims to make it faster and easier to transition urban streets to safer and more liveable spaces through low cost tactical interventions. By testing innovations in streets with communities before committing to major investment, councils can have more assurance that they're getting the direction of change right. Testing also enables communities to get a sense of what their streets could be like, to input to changes in an iterative process and make more informed decisions. This technique of employing fast tactical changes is well-evidenced and has the potential to deliver significant benefits in a short time frame.

Council officers have engaged a consultant to take this project forward with the Kawai Street and surrounding community and initial monitoring and further engagement will commence in the New Year. NZTA are keen to provide guidance throughout the trial and see it as a potential case study as they continue to develop national guidance.

7.9 Waste Minimisation

Following on from Council adoption of the Joint Waste Management and Minimisation Plan (JWMMP) in September 2019, and the adoption of a target of 10% waste reduction per capita by 2030, a new waste minimisation work programme is being designed. Initial focus will be on reducing waste at events and increasing diversion of food waste through encouraging home composting, as well as looking at how rates of e-waste recycling can be increased. During this quarter ongoing support for re-using rather than disposing of items took the form of our regular Second-hand Sunday and promotion of Plastic Free July.

8. Status Reports

8.1 Sand Bags

To inform a future Infrastructure report, work has commenced to investigate what policy and practice other New Zealand Councils have in this area. Advice is being taken from Emergency Management. In addition, messaging about sandbags in general for Council communication will be improved (how they work, where to get them, how to install/dispose of).

8.2 Nelson Tasman Joint Regional Landfill (NTRLBU)

The Committee has requested further work on the matter regarding receiving material from Hazardous Activities and Industries List sites. This is on the NTRLBU General Manager’s work programme and he is working towards gathering the necessary information to present back to the NTRLBU Board in the near future and then back to the Committee.

8.3 Waimea Road Speed Limit change

The speed limit on a section of Waimea Road changed on 31 May 2019 from 70km/h to 50km/h. At the time of writing this report the lower speed limit had been in place for 5 months.

Driver feedback signs have been collecting speed data to gauge compliance and these show that average speeds have dropped but there is still a level of non-compliance. As an example for the first two weeks of June, immediately after the speed limit change, the 85th percentile speed for traffic heading into the city was around 58km/h, and traffic heading away from the city 54km/h. More recent counts show a similar pattern. The 85th percentile speed defines the speed that 85 percent of drivers will drive at or below under free-flowing conditions.

Police, who were in support of the limit change, comment that although there is some non-compliance, the road feels safer. There has been one reported crash (non-injury) in the area since the speed limit changed. This compares to five crashes in the preceding five months, three of which resulted in minor injury and two were non-injury. Police comment that it has been challenging to enforce speed through the area, partly due to the lack of a legal safe pull off area for police staff, and because the existing road marking and presence of “passing lanes” sends a mixed message to drivers. Both of these issues will be addressed in upcoming infrastructure changes to the road environment when the traffic signals are installed from the Coastal Views subdivision. Police have requested ongoing driver feedback signage in the area to remind drivers of the legal limit. These signs have been ordered and pending delivery will be permanently placed in Q2 or Q3.

8.4 Hampden Terrace/Waimea Road Intersection trial closure

An officer report will come to the Infrastructure Committee, within six months of the commencement of the trial closure which has been in place since 6 October 2019.

It is noted that there has been an unexpected amount of good feedback from residents, pedestrians and cyclists using the area affected by the closure. However initial traffic counts on Locking Street have shown traffic speeds up to 45km/h in a 30km/h restricted area, at all times of day, and an increase of traffic from 219 Vehicle movements per day to 320. This is based on two weeks post closure counts only and volume may have since dropped as drivers adjust. Officers are considering what further speed control measures can be implemented in Locking Street.

9. Other notable achievements, issues or matters of interest

9.1 Risks

The key risk for the Capital Projects team related to achieving delivery of the capital programme. Projects at risk are those that require land negotiations, resource consents, and the unknown market fluctuations during tendering, this can result in an inability to attract tenderers, increased costs requiring further funding, and construction unable to start at the expected time, resulting in projects having to be re-phased into a different financial year.

9.2 Recruitment

Capital projects has had one resignation during this quarter. Recruitment continues for the remaining three positions.

9.3 Atawhai Rising Main

A repair to a leak on the main sewer pressure pipeline that discharges to the NWWTP occurred from 26 - 27 September. The leak was located approximately 150m within the Haven off Boulder Bank Drive and the repair was extremely challenging due to the timings of the tide cycles. The leak was caused by the failure of a previously unknown access hatch which was the remnants of temporary works undertaken as part of the 1990’s pipeline refurbishment project.

Officers notified the relevant key stakeholders and partners regarding the incident. Following advice from the Nelson Marlborough District Health Board (NMDHB), signage warning against recreational activity was erected along the Haven foreshore north of the city centre as a precautionary measure. Through consultation with the NMDHB, the signs were taken down on 1 October following satisfactory sampling results on the receiving environment were under the surveillance level for beaches.

A programmed condition assessment of the pipeline is currently underway. As part of this assessment, proactive inspections on the pipeline within the Haven have been planned at specific locations during November this financial year. The September repair cost $55,000 and the additional inspections and any associated remedial works will have an impact on the wastewater reactive budget.

10. Key Performance Measures

10.1 As part of the development of the Long Term Plan 2018-28 (LTP) Council approved levels of service, performance measures and targets for each activity. There are 35 performance measures that fall under the Infrastructure Committee. The final results for each performance measure will be reported on through the Annual Report.

· On track

· Not on track

· Achieved

· Not achieved

10.2 Attachment 3 lists all performance measures within the Infrastructure Committee delegations, their status and commentary for the quarter.

10.3 Twenty eight out of the 35 performance measures can be confirmed as being on track.

10.4 Seven performance measure have not been measured due to timing and insufficient data.

10.5 With regard to the good quality smooth footpath surface KPI it is noted that there have been substantial updates to the footpath data recording in 2018/19 and a change in maintenance contractor carrying out assessments. These changes and increased weighting given to footpath shape (previously focused on footpath surface) in the condition assessment reporting could potentially result in the overall condition rating dropping. This doesn’t reflect a drop in overall condition but rather that we are recording more data to inform our forward works programme for renewal and maintenance.

11. Conclusion

11.1 The review of performance for the fourth quarter for the Infrastructure Committee is included in this report, with project reports and performance measure updates attached.

Author: Lois Plum, Manager Capital Projects

Attachments

Attachment 1: A2288750 - One Page Reports ⇩

Attachment 2: A22774684 - Champion Road Underpass ⇩

Attachment 3: A2288750 - Performance Measures ⇩