Notice of the Ordinary meeting of

Infrastructure Committee

Te Kōmiti Hanganga

 

Date:                      Thursday 1 September 2022

Time:                      9.00a.m.

Location:                 Council Chamber
Floor 2A, Civic House
110 Trafalgar Street, Nelson

Agenda

Rārangi take

Chairperson                    Cr Brian McGurk

Deputy Chairperson        Cr Rohan O'Neill-Stevens

Members                        Her Worship the Mayor Rachel Reese

        Cr Yvonne Bowater

        Cr Trudie Brand

        Cr Mel Courtney

        Cr Judene Edgar

        Cr Kate Fulton

        Cr Matt Lawrey

        Cr Gaile Noonan

        Cr Pete Rainey

        Cr Rachel Sanson

        Cr Tim Skinner

        Ms Naomi Aporo

Quorum    7                                                                                 Pat Dougherty

Chief Executive

Nelson City Council Disclaimer

Please note that the contents of these Council and Committee agendas have yet to be considered by Council and officer recommendations may be altered or changed by the Council in the process of making the formal Council decision. For enquiries call (03) 5460436.


Excerpt from Nelson City Council Delegations Register (A11833061)

Infrastructure Committee

Areas of Responsibility:

·                Bylaws, within the areas of responsibility

·                Recycling

·                Regional Landfill

·                Solid Waste management, including transfer stations and waste minimisation

·                Stormwater and Flood Protection

·                Transport network, including, roading network and associated structures, walkways, cycleways and shared pathways, footpaths and road reserve, street lighting, traffic management control and parking.

·                Wastewater, including Bell Island Wastewater Treatment Plant

·                Water

Delegations:

The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies. 

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters includes (but is not limited to):

·                Monitoring Council’s performance for the committee’s areas of responsibility, including legislative responsibilities and compliance requirements

·                Developing, monitoring and reviewing strategies, policies and plans, with final versions to be recommended to Council for approval

·                Developing and approving draft Activity Management Plans in principle, including the Infrastructure Strategy, for inclusion in the draft Long Term Plan

·                Reviewing and determining whether a bylaw or amendment, revocation or replacement of a bylaw is appropriate

·                Undertaking community engagement, including all steps relating to Special Consultative Procedures or other formal consultation processes

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

·                Hear, consider and decide all applications for road stopping

·                Approval of increases in fees and charges over the Consumer Price Index (CPI)

Powers to Recommend to Council:

In the following situations the committee may consider matters within the areas of responsibility but make recommendations to Council only (in accordance with sections 5.1.3 - 5.1.5 of the Delegations Register):

·                Matters that, under the Local Government Act 2002, the operation of law or other legislation, Council is unable to delegate

·                The purchase or disposal of land or property relating to the areas of responsibility, other than in accordance with the Long Term Plan or Annual Plan

·                Unbudgeted expenditure relating to the areas of responsibility, not included in the Long Term Plan or Annual Plan

·                Decisions regarding significant assets

·                Approval of final versions of strategies, policies and plans

 


Infrastructure Committee

1 September 2022

 

 

Page No.

 

Karakia and Mihi Timatanga

 

1.       Apologies

An apology has been received from Ms N Aporo

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.       Confirmation of Minutes

5.1      4 August 2022                                                                              8 - 13

Document number M19689

Recommendation

That the Infrastructure Committee

1.    Confirms the minutes of the meeting of the Infrastructure Committee, held on 4 August 2022, as a true and correct record.

  

6.       Chairperson's Report                                                 14 - 20

Document number R27156

Recommendation

That the Infrastructure Committee

1.    Receives the report Chairperson's Report (R27156).

 

 

7.       Review of Joint Waste Management and Minimisation Plan 2019                                                                         21 - 35

Document number R27086

Recommendation

That the Infrastructure Committee

1.    Receives the report Review of Joint Waste Management and Minimisation Plan 2019 (R27086) and its attachment (draft Terms of Reference - 1399363770-7627); and

2.    Notes Section 51 of the Waste Management Act 2003 requires the Waste Assessment to be prepared to inform the review of the Nelson Tasman Joint Waste Management and Minimisation Plan 2019; and

3.    Notes officers from Nelson City Council and Tasman District Council are progressing the Nelson Tasman Waste Assessment 2022 and have provided an update on the initial findings; and

4.    Notes upcoming changes to waste and climate change legislation will be considered as part of the Waste Assessment work; and

5.    Agrees that the review of the Joint Waste Management and Minimisation Plan 2019 will be undertaken jointly with Tasman District Council; and

6.    Agrees to delegate the review to a Joint Nelson and Tasman Councils Working Party; and

7.    Approve the Terms of Reference (1399367370-7627) for the Nelson Tasman Joint Waste Review Working Party (JWRWP); and

8.    Notes that in the new triennium members will be appointed to the Nelson Tasman Joint Waste Review Working Party; and

9.    Recommends Te Tauihu Iwi Chairs be invited to nominate up to three iwi representatives to the Nelson Tasman Joint Waste Review Working Party; and

10.  Recommends that the Nelson Tasman Joint Waste Review Working Party report back to the appropriate Committee to ensure that a new or amended Waste Management and Minimisation Plan can be adopted by September 2023.

 

 

8.       Adoption of E Tū Whakatū  Nelson's Active Travel Strategy 36 - 133

Document number R27130

Recommendation

That the Infrastructure Committee

1.    Receives the report Adoption of  E Tū Whakatū Nelson’s Active Travel Strategy 2022-32 (R27130); and its attachments (1862260321-16384, 1862260321-16387, 1862260321-16386 and 1862260321-16382).

 

 

Recommendation to Council

That the Council

1.    Adopts E Tū Whakatū – Nelson’s Active Travel Strategy 2022-32; and

2.    Delegates responsibility for any minor amendments of the Strategy to the Chair of the Infrastructure Committee and the Group Manager Infrastructure.

 

 

9.       Infrastructure Quarterly Report                             134 - 192

Document number R27029

Recommendation

That the Infrastructure Committee

1.      Receives the report Infrastructure Quarterly Report (R27029) and its attachments (1530519604-971,  1530519604-2520 and 1687864674-90355).

 

 

Recommendation to Council

That the Council

1.      Approves bringing forwarded budgeted capital funding of $2,969,552 from 2023/24 and $108,426 from 2024/25, to allow completion of the Rutherford Street Stormwater project in 2022/23; and

2.      Approves unbudgeted additional capital funding of $60,000 in 2022/23 for the detail design of a new fluoridation system at the Water Treatment Plant following government directive from the Director-General of Health to fluoridate Nelson City Council drinking water supply; and

3.      Notes future budget for construction and commissioning the new fluoridation system will be included in 2023/24 Annual Plan and that officers are working with Manatū Hauora, who are making capital works funding available for local authorities that have been issued with a direction to fluoridate.

 

        

Confidential Business

10.     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

Infrastructure Committee Meeting - Confidential Minutes - 4 August 2022

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)(i)

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

2

Status Report  - Confidential

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)(i)

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

 

 

Karakia Whakamutanga

 

 

 


Infrastructure Committee Minutes - 4 August 2022

 

 

 

Minutes of a meeting of the

Infrastructure Committee

Te Kōmiti Hanganga

Held via Zoom on Thursday 4 August 2022, commencing at 9.02a.m.

 

Present:              Cr B McGurk (Chairperson), Her Worship the Mayor R Reese, Y Bowater, T Brand, M Courtney, K Fulton, M Lawrey, G Noonan, R O'Neill-Stevens (Deputy Chairperson), R Sanson, T Skinner and Ms N Aporo

In Attendance:    Group Manager Infrastructure (A Louverdis), Senior Governance Adviser (M Macfarlane) and Assistant Governance Adviser (A Bryce-Neumann).

Apologies :          Her Worship the Mayor R Reese Councillor for lateness and Councillors J Edgar and P Rainey for attendance.

 

 

Karakia and Mihi Timatanga

1.       Apologies

Resolved IC/2022/043

 

That the Infrastructure Committee

1.    Receives and accepts the apologies from Her Worship the Mayor R Reese for lateness and Councillors J Edgar and P Rainey for attendance.

McGurk/Courtney                                                                          Carried

Councillor Rainey subsequently attended the meeting from 10.48a.m to vote on Agenda Item 6.

Attendance: Councillor Skinner joined the meeting at 09.05a.m.

2.       Confirmation of Order of Business

There was no change to the order of business.

3.       Interests

There were no updates to the Interests Register, and no interests with items on the agenda were declared.

4.       Public Forum

4.1.     Jane Murray - Active Travel Strategy

Document number R27109

Jane Murray, from the Nelson Marlborough Public Health Service, noted strong support for the Active Travel Strategy and suggested strengthening of targets and the addition of a provision for a minimum number of cycle parks.

4.2.     Barry Thompson - Active Travel Strategy

Document number R27110

Barry Thompson spoke about the Active Travel Strategy noting the need for more car parking in the city centre and the challenges involved in using buses for transport.

5.       Confirmation of Minutes

5.1      23 June 2022

Document number M19568, agenda pages 6 - 15 refer.

Resolved IC/2022/044

 

That the Infrastructure Committee

1.    Confirms the minutes of the meeting of the Infrastructure Committee, held on 23 June 2022, as a true and correct record.

O'Neill-Stevens/McGurk                                                                 Carried

  

6.       Adoption of Parking Strategy 2022 and Parking Management Plans

Document number R26376, agenda pages 16 - 147 refer.

Manager Transport and Solid Waste, Margaret Parfitt, presented the report noting minor corrections were required and that the plan was one part of the Councils climate change response.

Ms Parfitt along with Team Leader Transport Activity Management, Sue McAuley, and Programme Lead City Development, Alan Gray, responded to a range of matters raised.

•   the baseline number of carparks was in the city centre and any revisions to the number of carparks

•   consideration of maximum use of parking in reserves

•   potential to provide young mothers parking accessibility

•   engagement with Waka Kotahi on the Tahananui structure plan

•   engagement process with māori in this process and potential for alternative methods in the future

•   current use of parking revenue in the city centre

•   trade off between parking and active transport routes between the Parking Strategy and Active Travel Strategy

•   potential obstacles the plan could pose to the redevelopment of the city centre parking squares in the future

•   potential to accelerate the redevelopment of city centre parking squares

Attendance: Her Worship the Mayor R Reese joined the meeting at 10.02a.m.

The meeting was adjourned at 10.05a.m. and reconvened at 10.15a.m.

Attendance: Her Worship the Mayor R Reese left the meeting at 10.36a.m.

Attendance: Councillor P Rainey joined the meeting at 10.48a.m.

The motion was put in parts and a division was called for on clause 2 and the recommendation to Council.

 

Resolved IC/2022/045

 

That the Infrastructure Committee

1.    Receives the report Adoption of Parking Strategy 2022 and Parking Management Plans  (R26376) and its attachments (1862260321-14578, 1862260321-2021, 1862260321-2026, 591542420-177, 591542420-178, Previous Report – Draft Parking Strategy – approval to seek public feedback (R26375) ; and

 

2.    Approves the Parking Strategy 2022 be adopted by         Council.

The substantive motion was put and a division was called:

For

Cr McGurk (Chairperson)

Cr Bowater

Cr Fulton

Cr Lawrey

Cr Noonan

Cr O'Neill-Stevens

Cr Rainey

Cr Sanson

Ms Aporo

Against

Cr Brand

Cr Courtney

Cr Skinner

Abstained/Interest

 

The motion/substantive motion was carried 9 - 3.

McGurk/O'Neill-Stevens                                                                 Carried

 

Resolved IC/2022/046

Recommendation to Council

 

That the Council

1.    Adopts the Parking Strategy and associated Parking Management Plans ; and  

2.    Delegates responsibility for any minor amendments of the Strategy and Parking Management plans to the Chair of the Infrastructure Committee and the Group Manager of Infrastructure.

The substantive motion was put and a division was called:

For

Cr McGurk (Chairperson)

Cr Bowater

Cr Fulton

Cr Lawrey

Cr Noonan

Cr O'Neill-Stevens

Cr Rainey

Cr Sanson

Ms Aporo

Against

Cr Brand

Cr Courtney

Cr Skinner

Abstained/Interest

 

The motion/substantive motion was carried 9 - 3.

McGurk/O'Neill-Stevens

Attendance: Councillors T Skinner and P Rainey left the meeting at 11.03a.m.

 

7.       Exclusion of the Public

 

Resolved IC/2022/047

 

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:

  

Courtney/Brand                                                                            Carried

 

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

Infrastructure Committee Meeting - Confidential Minutes - 23 June 2022

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)(a)

     To protect the privacy of natural persons, including that of a deceased person

2

Princes Drive Road Stopping - Public Notice Objector Response

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)(a)

     To protect the privacy of natural persons,

·      Section 7(2)(i)

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

The meeting went into confidential session at 11.04a.m. and resumed in public session at 12.41p.m.

 

Karakia Whakamutanga

8.       Restatements

 

It was resolved while the public was excluded:

 

2

Princes Drive Road Stopping - Public Notice Objector Response

 

Agrees that this matter remain confidential until the consideration of the matter by the Hearings Panel.

 

 

There being no further business the meeting ended at 12.42p.m.

Confirmed as a correct record of proceedings by resolution on (date)

 

Resolved

 

 

 


 

Item 6: Chairperson's Report

 

Infrastructure Committee

1 September 2022

 

 

REPORT R27156

Chairperson's Report

 

1.       Chair’s Forward

1.1      The purpose of this Chairperson’s report is to provide a summary of the substantial amount of work that the Infrastructure team has supported over the last three years and to publicly acknowledge the officers that have supported the Infrastructure Committee.

1.2      This is the last meeting of the Infrastructure Committee of the current triennium and will be my last meeting as Chairperson of the Infrastructure Committee.

2.       Recommendation

 

That the Infrastructure Committee

1.    Receives the report Chairperson's Report (R27156).

 

 

3.       Discussion

3.1      At the beginning of the triennium there was a commitment to increase the level of investment for infrastructure around the city to address long standing and well understood issues.

3.2      The Infrastructure Group is a substantial part of the council’s business and accounts for 47% of the Council operational expenditure and 72% of the capital works program.

3.3      There have been over 200 Infrastructure capital works projects delivered over the last three years, with expenditure as follows:

 

 

Financial Year

Full
Year
Actuals

Annual Plan Budget

Variance

% Spent

2019/2020

19,394,510

25,204,690

5,810,180

77%

2020/2021

32,746,621

35,382,329

2,635,708

93%

2021/2022

40,381,467

49,129,313

8,747,846

82%

3.4      In addition to delivering capital works the Infrastructure team has made preparations for further work in planning future works as the climate change emphasis has grown considerably over the last three years.

3.5      The following are some of the highlights of both Capital and Operational Activities:

4.       Waste Water

4.1      Gracefield Sewer Diversion.This piece of work was brought forward to support the development of Coastal Views, ensuring that future development and local sewer issues were resolved ($1.8 million).

4.2      Major Pump Station upgrade at Neale Park ($3.2 million).

4.3      Awatea Place Pump Station well underway ($12.3 million).

4.4      Beach Road Storage Tank works to support the Awatea Pump Station.

5.       Storm Water

5.1      Vanguard Street, Stormwater was a major piece or work that involved work around the two roundabouts and into Hardy Street.

5.2      Mount Street, Bisley Avenue, Totara Hutcheson Streets, Airlie Street. Stormwater upgrades.

5.3      Rutherford Street – Little Go Stream Stormwater upgrade underway ($9.8 million).

5.4      Tosswill to Tahuna Stormwater Upgrade.

5.5      The Whakatu Drive (Storage World) stormwater improvements, ($1.2 million).

5.6      Wastney Terrace Stormwater Upgrade.

5.7      SH6 Rocks Road Stormwater Upgrade.

 

 

6.       Water

6.1      Nayland Road Watermain Renewal.

6.2      Residential water meter renewals ($2.2million).

6.3      Bolt /Quarantine Roundabout Watermain upgrade.

6.4      Bolt Road Watermain stage two.

6.5      Gloucester Steet Watermain renewal.

6.6      SH6 Rocks Road to Magazine Point Watermain upgrade.

6.7      Water Treatment Plant Membranes Renewal Trains 3 & 4 ($2.4million).

7.       Flood Protection

7.1      Completion of the 3rd stage of Saxton Creek upgrade and the final 4th stage of Saxton Creek upgrade (Main Road Stoke Culvert to Sea) ($24million) is a very complex project and is well advanced.

7.2      Orphanage Stream Stopbanks which addressed the impacts from flooding from the 2013 weather event.

7.3      Main Road Stoke Poormans Stream Culvert Improvements to deal with increased flood risks.

7.4      Maire Stream Upgrade.

7.5      York Stream Channel upgrade.

8.       Transport

8.1      Arapiki Road- retaining wall, ($860k) along with new footpaths being built.

8.2      Seafield Terrace roading reinstatement, a major project to reinstate the road and provide some future protection from the sea.

8.3      Bishopdale underpass. This was one of the first projects – supporting model shift.

8.4      Anzac Park to Maitai Cycleway Link.

8.5      The Saltwater Creek Bridge replacement – this received an Architectural award.

8.6      Kawai Street South Innovative Streets.

8.7      Inner City Bike Shelters.

8.8      Tahuna Pathways ($1.5m). This was the Muritai Street shared path location.

9.       Transport Planning and Strategies

9.1      Council is encouraging the community to transition to more sustainable modes, that is choosing active transport (including walking, cycling, skateboarding, riding scooters), and public transport more often for their journeys. A great deal of “behind the scenes” work has been carried out to position Council well going forward to reduce transport related carbon emissions.

9.2      This work includes production of a Parking Strategy that involved extensive engagement during its development before public feedback was sought in April/May.

9.3      Another significant strategy developed throughout 2021-22 is E Tū Whakatū – Nelson’s Active Transport Strategy. Throughout 2021-22 project reference groups met to guide the content before public feedback was sought in July. Like the Parking Strategy this will move through the approval process in 2022-23.

10.     Public Transport

10.1    At the beginning of this triennium we began a major public transport review which resulted in a joint Nelson Tasman Regional Public Transport Plan being approved in mid 2021.

10.2    In the last year a contract has been prepared and awarded that will see a step change in public transport in our region commencing on 1 July 2023. This will deliver to our community a vastly improved service, with increased frequency, expanded routes, lower flat fares and a fully electric bus fleet. 

11.     Solid Waste

11.1    With increasing Climate change awareness the Council’s solid waste activities focused on reducing or avoiding the creation of waste, as well as waste management and diversion of waste from landfill have ramped up.  Highlights of work done in this area include;

11.1.1 A change to how we carry out collection of litter from on-street bins in the central city with solar powered compacting bins being installed. The bins automatically compact litter and send an electronic alert to the collector when they need emptying. As the bins require fewer empties this means fewer collection vehicles in the city centre, and a lower carbon footprint.

11.1.2 There have been changes to our domestic kerbside recycling collection regime to ensure what we collect can responsibly be processed largely within New Zealand.

11.1.3 The Rethink Waste Whakaarohia programme continued to empower individuals and organisations to avoid or reduce waste through a new annual waste minimisation grants scheme launched in 2021/22 which saw $42,000 awarded to a range of community-led projects.

11.1.4 A trial kerbside collection of residential kitchen waste has been carried out. Information from the trial will be used to help determine whether a city-wide service could be implemented.

11.1.5 Council successfully applied for part-funding from the Ministry for the Environment’s Waste Minimisation Fund for the development of a new sorting area at the Waste Recovery Centre. This area will enable diversion of building waste, keeping valuable resources out of landfill. The new sorting area at the Nelson Waste Recovery Centre will be operational by early 2023.

12.     Cross over projects

12.1    Haven Road, Sewer and Watermain Renewals ($2.9 million).

12.2    Washington Valley Stage one Hastings Street – Sewer, Stormwater, Water upgrade well underway ($6.1 million).

12.3    Annesbrook Drive Watermain and Shared Path.

13.     Work that had funding support

13.1    Maitai Shared Pathway upgrade, Collingwood Street, to Hardy Street. Funding received: $600,000 from the Covid Recovery Fund.

13.2    Raised Table at Beach Road received funding of $180,000 from Waka Kotahi.

13.3    It is noted that Saxton 4 has also received $7.5 million in funding from Kānoa-Regional Economic Development & Investment Unit.

14.     COVID -19

14.1    The last three years have been unprecedented with a global pandemic hitting our shores, full lockdowns were the beginning, where major construction works had to be closed down and made safe, additional funding was made available from Government for infrastructure work to support the contractors and local economy’s.  Contractor claims, global transport issues, product availability, resource sickness and resource availability have had to be juggled and managed by the Infrastructure team.

14.2    From the period February to June 2022, 143 individuals were off working sites due to Covid for a minimum of over 8000 hours of contractor unavailable time, this has resulted in some delays in project delivery.

14.3    This team have continued to perform at an exceptional level and deliver more Capital work than ever before.

15.     Streamlined Procurement Process

15.1    During the first lockdown the team developed a more streamlined approach to the tendering process, allowing early engagement with contractors, reduced tender times, developing strong relationships with the local contracting community and front-footed the delivery of Nelson’s infrastructure project delivery.

15.2    Support from the Contracting Federation and Contractors has been outstanding, with discussions at conferences and at higher levels how Nelson has shifted the paradigm and created a team approach to contracting that has seen positive outcomes for both Council and the Contractors.

16.     Weather Events

16.1    The most recent weather events has highlighted the critical importance of resilient infrastructure. It is worth noting that the investments made and projects completed in recent years have all seemed to have withstood the event.

16.2    I want to acknowledge the outstanding efforts made by the many and varied members of Infrastructure team to support the emergency response, maintaining critical lifeline services and continuing delivering services to people in our community. I will make special mention of Mr Alec Louverdis for his calm and compassionate leadership in his Group Controller role during the emergency.

16.3    A number of wet weather challenges during the three-year period, at times work sites have had to be closed due to weather related Health and Safety issues, with resultant delays, including the ability to complete any landscaping and reinstatement activities.

17.     Awards

17.1    The Innovating Streets project in Nelson South has picked up two major awards for safety and sustainability.

18.     Delivering for others

18.1    The Infrastructure Capital Project team not only delivers infrastructure projects but delivers other high profile capital works for Nelson on behalf of. Some of the highlights over the last three years include:

18.1.1   The Tahunanui Award winning toilet block that replaced the old Lions Playground toilets

18.1.2   Play Ground Upgrade at Octopus Gardens in Stoke

18.1.3   The Mountain Bike Hubs in the Brook Valley and Maitai Valley, which includes a pump track.

18.1.4   Replacement Lifts in Civic House

18.1.5   Increased public toilets at Millers Acre

18.1.6   Playground and pump track at Corder Park

18.1.7   Dog Park in Marsden valley

18.1.8   Removal of the Modellers Pond creating a family park

18.1.9   Upgraded turf at Trafalgar Park for the All Blacks Game

18.1.10 De-Construction of the building at 23 Halifax Street

18.1.11 Poormans Stream shared path – Main Road Stoke to Neale Avenue.

18.1.12 Upper Trafalgar Street Closure and streetscape items (light poles etc)

19.     Final Comment

19.1    The work results from the Infrastructure team often exceeded expectations which reflects a real sense of pride in their work and commitment to the city. The team have been able manage the many challenges and the odd setback with a positive and constructive attitude. Nelson is very fortunate to have people of that calibre working for the city. It has been a real privilege to Chair this Committee and work alongside an outstanding team.

19.2    I wish to place on record my personal appreciation to Mr Louverdis and all the managers and members of his Infrastructure teams for their professional and collegial relationship with the Chair, Deputy Chair and other elected members. Thank you.

 

Author:          Brian McGurk, Chairperson

Attachments

Nil


 

Item 7: Review of Joint Waste Management and Minimisation Plan 2019

 

Infrastructure Committee

1 September 2022

 

 

REPORT R27086

Review of Joint Waste Management and Minimisation Plan 2019

 

 

1.       Purpose of Report

1.1      To receive an update on the Nelson-Tasman Waste Assessment 2022 (the Waste Assessment).

1.2      To agree to review the Joint Waste Management and Minimisation Plan 2019 (the Waste Plan) with Tasman District Council (TDC) and to delegate the review to a joint Nelson Tasman Councils Working Party (the Working Party).

2.       Summary

2.1      The Waste Management Act 2008 requires all councils to review their Waste Management and Minimisation Plans at intervals of not more than six years. The current Waste Plan was adopted by the two Councils in September 2019, so must be reviewed before September 2025.

2.2      The review has been brought forward with the intention of adopting a new or amended Waste Plan by September 2023. This will allow better integration with both Councils Long-Term Plans, as well as considering the upcoming replacement New Zealand Waste Strategy and supporting legislative changes. This will also inform contract renewals.

2.3      The first step in the review process is to carry out a Waste Assessment to inform the subsequent review. Nelson City Council (NCC) and Tasman District Council (TDC) officers, with support from professional advisors, are currently preparing a Waste Assessment.

2.4      The initial findings of the Waste Assessment indicate that:

·    Since the Waste Plan was adopted in 2019, waste to landfill per capita has slightly reduced.

·    Putrescible waste (green and food waste) continues to be a significant quantity of total waste to landfill, at just over 15%.

·    Commercial and industrial waste continues to be the largest source of waste to landfill.

·    There has been a significant increase in e-waste diversion.

2.5      Officers anticipate that the current Waste Plan will require amending or revoking and replacing, due to significant upcoming changes in waste and climate change legislation as well as the initial findings in the Waste Assessment.

2.6      Officers recommend that the Council delegates the review to a Working Party of elected and/or appointed members from each council (to be appointed after the upcoming local government elections). It is also recommended that iwi be invited to nominate representation on the Working Party.

2.7      An equivalent report will be considered at a meeting of the TDC Strategy and Policy Committee on 29 September 2022.

3.       Recommendation

 

That the Infrastructure Committee

1.    Receives the report Review of Joint Waste Management and Minimisation Plan 2019 (R27086) and its attachment (draft Terms of Reference - 1399363770-7627); and

2.    Notes Section 51 of the Waste Management Act 2003 requires the Waste Assessment to be prepared to inform the review of the Nelson Tasman Joint Waste Management and Minimisation Plan 2019; and

3.    Notes officers from Nelson City Council and Tasman District Council are progressing the Nelson Tasman Waste Assessment 2022 and have provided an update on the initial findings; and

4.    Notes upcoming changes to waste and climate change legislation will be considered as part of the Waste Assessment work; and

5.    Agrees that the review of the Joint Waste Management and Minimisation Plan 2019 will be undertaken jointly with Tasman District Council; and

6.    Agrees to delegate the review to a Joint Nelson and Tasman Councils Working Party; and

7.    Approve the Terms of Reference (1399367370-7627) for the Nelson Tasman Joint Waste Review Working Party (JWRWP); and

8.    Notes that in the new triennium members will be appointed to the Nelson Tasman Joint Waste Review Working Party; and

9.    Recommends Te Tauihu Iwi Chairs be invited to nominate up to three iwi representatives to the Nelson Tasman Joint Waste Review Working Party; and

10.  Recommends that the Nelson Tasman Joint Waste Review Working Party report back to the appropriate Committee to ensure that a new or amended Waste Management and Minimisation Plan can be adopted by September 2023.

 

 

 

4.       Background

4.1      The Waste Plan was adopted as a joint Nelson City Council and Tasman District Council plan in 2012 and then updated in 2019.

4.2      The Waste Minimisation Act 2008 (Act) requires all councils to review their Waste Management and Minimisation Plan at intervals of not more than six years. The legislative framework includes the Act and the New Zealand Waste Strategy 2010:

4.3      The next review is not due until 2025, but with significant legislative changes proposed by central government, in partnership with Tasman District Council officers have brought the review forward. This will ensure that each Council’s upcoming Long Term Plan is well placed to meet future demand and respond to proposed legislative changes, which will be signalled by the replacement New Zealand Waste Strategy due in September 2022. In turn this will enable more effective contract renewals and services to the community.

4.4      Section 51 of the Act requires the Councils to prepare a Waste Assessment prior to reviewing the Waste Plan.  The following information is required in the Waste Assessment:

4.4.1   Description of existing services.

4.4.2   Forecast of future demands.

4.4.3   Statement of options to meet forecast demands.

4.4.4   Statement of the Territorial Authority’s role in meeting forecast demands.

4.4.5   Statement of Territorial Authority’s proposals for meeting forecast demands.

4.4.6   Statement of how these proposals will protect public health and promote effective and efficient waste management and minimisation.

4.5      Collaboration with the Nelson Tasman Regional Landfill Business Unit (NTRLBU) is a key part of the review, as the Terms of Reference require the NTRLBU to operate in accordance with the JWMMP. The longevity and capital requirements of the York Valley and Eves Valley landfills are directly impacted by future waste demands.

4.6      A joint Working Party of elected and/or appointed members from each Council was appointed and delegated to review the Waste Plan in 2017. The Working Party had responsibility for oversight of the review process and the power to make recommendations to both Councils. The final Waste Plan was brought to Council for approval in 2019.

5.       Discussion

           Nelson-Tasman Waste Assessment 2022

5.1      Nelson City Council and Tasman District Council appointed consultants Morrison Low in April 2022 to assist in the preparation of a Waste Assessment which is intended to be completed by December 2022.

5.2      The Medical Officer of Health (MOoH) must be consulted on the Waste Assessment to ensure that public health is adequately protected. Dr Stephen Bridgeman, the local MOoH, has been informed that the Waste Assessment is underway.

5.3      The Waste Assessment, alongside a significant pre-engagement programme and collaboration with iwi, will inform the review of the Waste Plan 2019 and the development of a new or amended Waste Plan.

5.4      The Act does not currently require consideration of climate change, but the emissions profile is an integral part of waste management and minimisation activities. Emissions result not only from the management of waste once it goes to landfill, but also through our ‘make, take, waste’ consumer culture which can be influenced by the activities in the Waste Plan. Emissions reduction will be a focus for the review.

5.5      Proposed changes to waste and climate change legislation will be considered by the Waste Assessment and will be a key focus for the review. Legislative changes could include licensing of the solid waste sector, standardising recycling, and a national focus on building a circular economy and diverting organic and construction and demolition waste from landfill.

5.6      Initial findings of the Waste Assessment indicate:

·   Since the Waste Plan was adopted in 2019, waste to landfill per capita has slightly reduced against the 2017/18 baseline data of 741kg/person to 694kg/person. There was a significant decrease in 2019/20 due to Covid-19, but waste per capita in the two subsequent years has increased whilst remaining below the 2017/18 baseline.

·   Putrescible waste continues to represent a significant quantity of waste to landfill at 15%. Proposed government legislation may address this waste stream.

·   In the interim report based on the 2020 SWAP, commercial waste was identified at 46%. The 2022 SWAP shows that this trend continues.

·   There has been a significant increase in e-waste diversion, partially attributed to the primary e-cycling provider receiving government funding to expand the programme.

            Review of the Waste Plan 2019

5.7      Officers anticipate that a review and update of the Waste Plan will be required, due to new legislation proposed by the government.

5.8      Officers recommend that the Councils delegate the review of the Waste Plan to Nelson Tasman Joint Waste Review Working Party (JWRWP) constituting elected and/or appointed members from each Council and iwi representation.  Officers recommend that three elected and/or appointed members from each Council be appointed to the JWRWP and Te Tauihu Iwi Chairs are invited to nominate representation.

5.9      The JWRWP will be responsible for the review process and have powers to make recommendations to both Councils on consultation and adoption of a new or amended Waste Plan.

5.10    The respective Councils will retain powers to amend or replace the Waste Plan, to undertake public consultation and to adopt the final Waste Plan.

5.11    The JWRWP will be established to:

5.11.1 Review the Waste Assessment 2022 and Waste Plan 2019.

5.11.2 Prepare a new or amended draft Waste Plan, in accordance with section 44 of the Act.

5.11.3 Oversee the public consultation process, using the special consultative procedure set out in section 83 of the Local Government Act 2002.

5.11.4 Submit a new or amended Waste Plan to both Councils for consideration and adoption by September 2023.

5.11.5 Review implementation of the adopted Waste Plan as required.

5.12    The draft Terms of Reference for the JWRWP are attached.

5.13    A  Project Team has been established to coordinate the review and provide professional advice. Officers will also bring in advisors as required, including:

· The Medical Officer of Health (or their delegate);

·   The General Manager of the Nelson Tasman Regional Landfill Business Unit;

· Climate change specialists;

· Other experts or stakeholders as needed.

5.14    Officers have started engaging with iwi to understand how they wish to participate in the review. Pre-engagement activities will also commence with key stakeholders, such as the commercial waste sector and the Nelson Tasman Climate Forum. An engagement plan for the review will be developed with the JWRWP.

6.       Options

6.1      Council has three options to consider in the report:

6.1.1 Receive the update on the Waste Assessment and resolve to conduct a joint review of the Waste Plan with TDC and delegate the review to a joint Nelson Tasman Councils Working Party (recommended option).

6.1.2 Receive the update on the Waste Assessment and resolve to review the Waste Plan through officer reports and joint meetings without a joint Nelson Tasman Councils Working Party.

6.1.3 Receive the update on the Waste Assessment and develop a separate Waste Plan for NCC.

 

Option 1: Receive the update on the Waste Assessment; resolve to conduct a joint review of the Waste Plan with Tasman District Council and delegate the review to a joint Nelson Tasman Councils Working Party (recommended).

Advantages

·   This approach was used successfully in the development of the last two Waste Plans.

·   Conducting a joint review with a joint Nelson Tasman Councils Working Party supports effective collaboration with TDC to deliver regional outcomes.

·   More streamlined decision-making.

·   Enables broad regional engagement.

·   The NTRLBU is required to act in accordance with the Waste Plan, and this collaborative governance approach provides better support.

Risks and Disadvantages

·   None.

Option 2: Receive the update on the Waste Assessment and resolve to conduct a joint review of the Waste Plan through officer reports and joint meetings without a Joint Nelson Tasman Councils Working Party (not recommended).

Advantages

·    Could reduce governance workload.

Risks and Disadvantages

·    Lack of governance oversight during process.

·    Lack of efficiency with duplicate reporting processes within each Council.

·    Officer capacity to meet additional demands could risk the review not being completed in time for Long Term Plan process.


 

Option 3: Receive the update on the Waste Assessment and develop a separate Waste Plan for Nelson City Council (not recommended).

Advantages

·    Easier decision making at individual Council level.

Risks and Disadvantages

·    Negatively impacts economic and social outcomes due to lack of alignment of regional solid waste activities.

·    Does not support regional engagement with iwi

·    Damage to well-established and collaborative relationship with TDC.

·    The waste industry operates freely across the district-city boundary as a single market.

·    The NTRLBU is required to act in accordance with the Waste Plan and having two separate plans could cause conflicting objectives for the business unit.

 

7.       Conclusion

7.1      The Council has a statutory obligation to review the Waste Plan 2019 by September 2025. The review has been brought forward to enable better integration with the Long-Term Plan process, expected legislative changes and contract renewals.

7.2      The Waste Assessment 2022 is underway and will inform the review of the Waste Plan, along with pre-engagement activities and input from iwi.

7.3      Officers recommend that the review of the Waste Plan is delegated to a joint Nelson Tasman Councils Working Party of elected and/or appointed members and iwi representation.

7.4      The Working Party will be responsible for:

7.4.1   Reviewing the Waste Assessment 2022 and Waste Plan 2019

7.4.2   Preparing a new or amended Waste Plan

7.4.3   Overseeing the public consultation process

7.4.4   Submitting the new or amended Waste Plan to both Councils for consideration and adoption by September 2023.

7.4.5   Reviewing implementation of the adopted Waste Plan as required

7.5      If Council agrees to the recommendations in this report, and reciprocal agreement from Tasman District Council is provided, the appointments of elected and/or members to the Working Party will be made in the new triennium and Te Tauihu Iwi Chairs will also be invited to nominate representation to the Working Party.

8.       Next Steps

8.1      Officers will continue progressing the Waste Assessment 2022 and pre-engagement activities to support the review of the Waste Plan.

8.2      The review of the Waste Plan will be informed by the replacement New Zealand Waste Strategy expected in September 2022, which will support response to proposed future legislative changes.

8.3      The results of the review of the Waste Plan will inform Councils’ Activity Management Plans and the Long Term Plan.

 

Author:          Karen Lee, Environmental Programmes Adviser

Attachments

Attachment 1:   1399367370-7627 - JWMMP 2019 Review - draft Terms of Reference  

 

Important considerations for decision making

1.      Fit with Purpose of Local Government

The review of the JWMMP is a mandatory requirement under the Waste Management Act 2008 (Section 51). The JWMMP is a key strategic document for waste management and minimisation in the region. It affects the management of Council services and provision of long-term infrastructure.

On completion of the review, the Council may resolve to amend, revoke and replace, or continue without amendment the existing JWMMP. In all options, the Council must use the special consultative procedure set out in section 83 of the LGA 2002 and, in doing so, notify the WA with the statement of proposal.

2.      Consistency with Community Outcomes and Council Policy

The review of the JWMMP considers the long term objectives and policies for the region and is integral to the Long Term Plan and Activity Management Plans. The JWMMP also impacts Nelson’s Community Outcomes, from protecting our environment, through to safe and efficient infrastructure and healthy and resilient communities.

3.      Risk

Failure to review the JWMMP puts Council at risk of not meeting its legislative requirements under the Waste Management Act 2008. The timing of the proposed review will reduce risk through improving alignment with climate change action, service provision alignment with the Long Term Plan and proposed new legislation, and in particular significant contract renewals for kerbside recycling.

4.      Financial impact

The review of this plan will require professional advice, and this will be funded with existing budgets.

Decisions made in the review and amendment of the JWMMP may have financial or budgetary implications for the Council in the medium to long term, but these impacts will be ultimately determined by the Council through the Long Term Plan and Annual Plan processes.

5.      Degree of significance and level of engagement

Officers have considered the significance of this decision in accordance with the Council’s Significance and Engagement policy.

The decision is on the process to commence the review of the JWMMP. Officers consider the significance of this decision to be low.

The later decision to adopt the amended JWMMP will likely be Moderate to High, but it will follow a period of formal public consultation, as well as ongoing engagement with iwi and early engagement with key stakeholders.

Waste management and minimisation policy affects most people in our region every day. Recent history in the region has shown that at times commercial operators and the wider community have taken a significant interest in the decisions of the Council. The Councils will need to ensure sufficient opportunity for public engagement in the development of the plan.

6.      Climate Impact

The JWMMP has significant impact on the region’s approach to combatting climate change, with a particular emphasis on mitigation.  The links between greenhouse gas emissions and behaviours relating to how the community make, take and waste are strongly connected.  A climate change lens will be applied to this review.

7.      Inclusion of Māori in the decision making process

A separate engagement process with iwi is underway, both through a report to Te Ohu Taiao on 17 August, and through Te Parikaranga. Iwi will be invited to nominate a representative to represent Iwi interest on the joint waste working party. Other opportunities to engage with hapori Māori will also be investigated.

Iwi will have the opportunity to make submissions for the consideration of the Councils through the special consultative process.

8.      Delegations

The Infrastructure Committee has the following delegations to consider the review of the JWMMP:

Areas of Responsibility:

·    Recycling

·    Solid Waste management, including transfer stations and waste minimisation

Delegations:

The committee has all of the responsibilities, powers, functions and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees or subordinate decision-making bodies.

The exercise of Council’s responsibilities, powers, functions and duties in relation to governance matters includes (but is not limited to):

·    Developing, monitoring and reviewing strategies, policies and plans, with final versions to be recommended to Council for approval

·    Undertaking community engagement, including all steps relating to Special Consultative Procedures or other formal consultation processes

 

Powers to Recommend (if applicable):

In the following situations the committee may consider matters within the areas of responsibility but make recommendations to Council only (in accordance with sections 5.1.3 - 5.1.5 of the Delegations Register):

·    Approval of final versions of strategies, policies and plans

 

 


Item 7: Review of Joint Waste Management and Minimisation Plan 2019: Attachment 1

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Item 8: Adoption of E Tū Whakatū  Nelson's Active Travel Strategy

 

Infrastructure Committee

1 September 2022

 

 

REPORT R27130

Adoption of E Tū Whakatū  Nelson's Active Travel Strategy

 

 

 

1.       Purpose of Report

1.1      To recommend E Tū Whakatū Nelson’s Active Travel Strategy 2022-32 (Strategy) to Council for adoption.

2.       Summary

2.1      The Strategy includes targets, guiding principles and actions to support mode shift, outlines what the Council is seeking to achieve, and aligns with the Council’s vision for the City. The principles outlined in the Strategy will guide Council’s future decision making with regard to walking and cycling facilities and reallocating road space for all users.

2.2      The Strategy is one of four key transport strategies aimed at the development of a low carbon transport future, others being the Public Transport Plan, the Parking Strategy and the upcoming Speed Management Plan. 

2.3      Following pre-engagement, the Strategy was approved on 24 June 2022 by the Infrastructure Committee for public engagement and this was carried out in accordance with the approved engagement plan including a recorded webinar, a Shape Nelson survey and a series of face-to-face drop in sessions.

2.4      This report addresses the public feedback and recommends that the Strategy (as amended where appropriate) be adopted by Council.

2.5      The Strategy has been updated, with recommended changes shown in revision marking.


 

 

3.       Recommendation

 

That the Infrastructure Committee

1.    Receives the report Adoption of  E Tū Whakatū Nelson’s Active Travel Strategy 2022-32 (R27130); and its attachments (1862260321-16384, 1862260321-16387, 1862260321-16386 and 1862260321-16382).

 

Recommendation to Council

That the Council

1.    Adopts E Tū Whakatū – Nelson’s Active Travel Strategy 2022-32; and

2.    Delegates responsibility for any minor amendments of the Strategy to the Chair of the Infrastructure Committee and the Group Manager Infrastructure.

 

 

 

4.       Background

4.1      The purpose, objectives and principles of the Strategy are not replicated in this report as they are covered in detail in the previous report to this Committee (Attachment 1).

4.2      The Infrastructure Committee approved the Strategy for public feedback on 23 June 2022. Community engagement on the Strategy has been carried out.

4.3      Some changes have been made to the Strategy in response to the feedback received, and these changes are discussed in this report and reflected in the updated Strategy in Attachment 2. Officers note that Waka Kotahi has advised that the Strategy is well aligned with the Government Policy Statement on Land Transport.

4.4      Adopting the Strategy will put the Council in a good position to benefit from other external funding sources external to the National Land Transport Fund (NLTF) such as the Climate Emergency Response Fund (known as the Transport Choices fund), currently open to Expressions of Interest. If successful funding bids are secured from external sources, there may be an acceleration or a change of priorities to the implementation programme.

4.5      The Strategy is consistent with Council’s endorsement of the Nelson Future Access Detailed Business Case and contributes to NCC’s climate change goals by moving the future transport system towards a low-carbon multi-modal future with less dependence on single occupancy car movements.

5.       Discussion

5.1      The draft Strategy was open for public feedback from 28 June to 28 July 2022.

          Feedback received

5.2      Council received feedback on the Strategy from 232 individuals and groups, with most of this feedback supporting the targets, guiding principles and actions. This indicates a good fit with community aspirations for walking and cycling in our urban areas and a strong desire to see change. Key themes were:

-   The need to act quickly to improve safety and to respond to the climate emergency;

-   The value of putting interim measures in place rather than waiting for budgets to be available to deliver the most appropriate solution;

-   Identification of high risk areas including roundabouts, Waimea Road, Nelson North, Rocks Road, St Vincent Street and the Brook; and

-   The need for consistent design of cycleways and shared pathways.

5.3      Feedback on each of the survey questions is outlined below, with references to the additional comments, and officer responses summarised in Attachment 3.

Target 1 - Vehicle Kilometres Travelled (VKT) will reduce to 25% below 2019 numbers by 2035.

5.4      Feedback summary: Of a total of 210 responses to this question, 42% said this was about right, 43% supported a more ambitious target, and 21% were in favour of a less ambitious target.

 

5.5      Key comments were:

-   Achievement of this target relies on enhanced public and active transport, as well as disincentives to drive.

-   Some people will continue to need to drive, and will need to have access to parking.

5.6      Officer recommendation: Adopt this target. Additional comment on VKT targets in relation regional targets proposed by central government is included in Attachment 4 of this report. The VKT target proposed by Te Manatū Waka (the Ministry of Transport) for the Nelson Tasman Tier 2 area is for a 4% increase in VKT by 2035 compared to a 2019 baseline. This is far less ambitious than that proposed in this Strategy. The feedback received shows very strong support (85%) amongst respondents for the NCC target (or a more ambitious one).  

Target 2 – We will double the proportion of people walking and cycling to work and school by 2035.

5.7      Feedback summary: Of a total of 209 responses to this question, 40% said this was about right, 43% supported a more ambitious target, and 5% were in favour of a less ambitious target.

5.8      Key comments were:

-   Specific numbers are needed in order to measure progress (e.g. baseline information on the numbers of people currently walking and cycling to school and work).

-   Safety concerns are the biggest barrier to more children walking and cycling to school.

5.9      Officer recommendation: Adopt this target.


 

Target 3 – No active transport user is killed or seriously injured on our network by 2035.

5.10    Feedback summary: Of a total of 207 responses to this question, 77% supported the target, 9% supported a more ambitious target), and 14% made other comments Chart

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5.11    While most of the feedback was in support of the target, some people said zero deaths and serious injuries is a nice idea but is not realistic. Many of the responses included details of key hazard areas (see pages 3-6 of Attachment 3).

5.12    Waka Kotahi said the biggest gains in safety, and perceptions of safety, would be expected to occur as street-calming measures are implemented, to ensure that the observed speed matches the posted speed in 30km/h zones.

5.13    Officer recommendations:

-   Adopt this target and use the feedback on key hazards (see pages 3-6 of Attachment 3) to assist informing the future works implementation programme.

Guiding Principles – an overview

5.14    Feedback summary: The guiding principles were strongly supported, with 75% or more support for each of them.

Guiding Principles – specific comments

5.15    Key comments:

-   Guiding Principle 2 (Vehicles are slowed to 30km/h outside schools, in town centres and in locations where active travellers are not separated from vehicles)

Comment that this should be extended to other urban areas, except where there are protected cycleways.

-   Guiding Principle 3 (Quality, purpose built and well-maintained infrastructure is provided for all modes of travel)

Waka Kotahi would like to meet with Council officers to discuss reprioritising road space on main transport corridors away from parking for private vehicles in order to provide the necessary width for protected cycle lanes.

Waka Kotahi commented on the need to establish a way of measuring progress on strategic goals

-   Guiding Principle 4 (Access to alternatives to the private car for all ages and abilities will be enabled)

The Nelson Marlborough Public Health Service requested consideration be given to transport equity and amending Principle 4 to: “Access to alternatives to the private car for all ages, incomes and abilities will be enabled.”

One submitter suggested an additional principle and an associated target to “reduce by 50% by 2035 impediments that prevent access around Nelson’s streets and paths by disabled and vulnerable people (e.g. older people, children, parents with pushchairs or toddlers)”. This target relates to the ability to safely get around the city, and not be physically excluded. The target could be supported by a programme of engagement with representative members of the community to find out if inclusivity is improving over time.

5.16      Officer recommendations:

-   Adopt all Guiding Principles.

Officers will improve wording in the Strategy to ensure Guiding Principle 2 is better understood.

Guiding Principle 3: Officers will meet with Waka Kotahi to discuss reprioritisation of road space for protected cycle lanes on the main transport corridors. Officers will also work with Waka Kotahi and other transport road controlling authorities on developing consistent and appropriate metrics are to evaluate and report on progress on Strategy implementation

Guiding principle 4: Officers will consider what actions can be taken to improve transport equity as part of the implementation programme and amend page 14 of the strategy to make a bolder statement about inclusive access

Actions

5.17    A large volume of specific comments was received on proposed Actions. These are summarised below with further detail in Attachment 3, including specific officer comments or responses shown in red italics. Officers comment that any feedback from road users is valuable information but that investment decisions and priority of future projects is under pinned by a matrix of factors. This includes existing and future land use, volumes of users, safety history, renewals budgets and opportunities to work with other utilities upgrades. 

5.18    Officer recommendation:

-   Adopt all Actions proposed with some wording amendments as outlined below.

Action 1 – design standards

5.19    Feedback summary: Of a total of 210 responses to this question, 71% supported Action 1, 16% were unsure, and 12% opposed it. A summary of comments received is shown on page 16 of Attachment 3.

5.20    Key comments:

-   This section should refer to Waka Kotahi design guidance.

-   Involve disability groups in updating the design standards.

-   Include references to local examples of good design such as the raised crossings at Champion Road roundabout.

5.21    Officer recommendation:

-   Amend Action 1 to refer to Waka Kotahi design guidance.

Action 2 – getting our core network right

5.22    Feedback summary: Of a total of 212 responses to this question, 65% supported Action 2, 19% were unsure, and 16% opposed it. A summary of comments received is shown on page 18-19 of Attachment 3.

5.23    Officer recommendation: Adopt Action 2, and note public feedback (summarised on page 18-19 of Attachment 3), along with other criteria to inform the implementation of the Strategy.

Action 3 – lowering vehicle speeds

5.24    Feedback summary: Of a total of 212 responses to this question, 76% supported Action 3, 9% were unsure, and 15% opposed it. A summary of comments received is shown on pages 20-21 of Attachment 3.

5.25    A key comment related to the need for better alignment between Guiding Principle 2 and the Speed Management Plan discussed in Action 3.

5.26    Officer recommendation: Amend wording in Action 3 so that there is a clearer alignment with Guiding Principle 2 by referring to neighbourhood areas instead of locations.

 

 

Action 4 – urban form – getting the planning rules right

5.27    Feedback summary: Of a total of 208 responses to this question, 70% supported Action 4, 19% were unsure, and 11% opposed it.

5.28    Officer recommendation: Adopt Action 4.

Action 5 – supporting and parallel programmes

5.29    Feedback summary: Of a total of 209 responses to this question, 67% supported Action 5, 22% were unsure, and 11% opposed it. A summary of comments received is shown on page 22 of Attachment 3.

5.30    Key comments:

-   Include minimum cycle parking requirements in the District Plan rules.

-   Promote best practice for urban cycling.

5.31    Officer recommendations:

-   Adopt Action 5.

-   Officers will consider the suggested actions (on page 22 of Attachment 3) related to Planning rules and communication plans when implementing the Strategy.

Removal of parking on streets around Nelson to provide improved and safer walking and cycling facilities

5.32    Feedback summary: Of a total of 210 responses to this question, 82% supported removal of parking for this purpose and 18% opposed it. A summary of comments received is shown on page 23 of Attachment 3.

5.33    CCS Disability Action supported this approach provided that mobility parking continues to be available.

Feedback on actions to be done sooner

5.34    Feedback summary: This question attracted a significant number of ideas, which are summarised on pages 23-31 of Attachment 3. Key areas where faster progress is supported include:

-   Reduced speed limits

-   Safer roundabouts

-   Safer access to schools, including pedestrian crossings

-   Improvements to cycleway connections

-   Improved safety on Rocks Road, Waimea Road and in Nelson North beyond Clifton Terrace School.

-   Remove on-street car parking where it impacts on cycle safety.

5.35    Officer recommendation: The community’s priorities for fast progress during the implementation of the Strategy are noted and officers will include this information, along with other factors in developing the forward works programme.

Suggested changes to active travel infrastructure

5.36    Feedback summary: This question attracted a significant amount of valuable, specific feedback on what changes need to be made to Nelson’s active travel infrastructure. This is summarised on pages 31-40 of Attachment 3. Detailed responses from officers are included in red text in Attachment 3.

5.37    Officer recommendation: Officers will assess and prioritise the suggested actions alongside other factors (as identified in the feedback on pages 31-40 during the implementation of the Strategy.

Other feedback on the Strategy

5.38    Feedback summary: Responses to this question are summarised on pages 40-43 of Attachment 3, and include:

-   a number of offers of assistance with implementation of the Strategy from organisations and individuals

-   advice from Waka Kotahi that the Strategy is well aligned with the Government Policy Statement on Transport

-   suggestions on how to make the Strategy easier to understand.

5.39    Officer recommendations:

-   Officers note the offers of assistance. Engagement and consultation will occur on a project by project basis.

-   Officers will develop a summary of the Strategy for ongoing use in public communications about the Strategy and its implementation.

6.       Options

6.1      Two options are presented below for consideration – to either adopt the Strategy with minor changes, to not adopt it. Officers recommend Option 1 – Adopt the Strategy with minor changes (as shown in Attachment 2).

 

 

 

 

Option 1: Recommend Council adoption of E Tū Whakatū Nelson’s Active Travel Strategy with minor changes

(Recommended option)

Advantages

·    The targets, guiding principles and actions  will guide future Council decision making about investment in active travel infrastructure and reallocating road space.

·    The Strategy provides the community with a clear direction of what active transport corridors are proposed for future consideration, which has had input from stakeholders and the wider community.

·    Many of the additional issues raised in the feedback can be addressed during the implementation of the Strategy.

·    The Strategy is a key building block to achieving the overall vision for Council’s Regional Land Transport Plan (RLTP) for a safe and connected region that is liveable, accessible, and sustainable.

·    The Strategy is consistent with Council’s endorsement of the Nelson Future Access Detailed Business Case and contributes to NCC’s climate change goals by aligning the future transport system towards a low-carbon multi-modal future with less dependence on single occupancy car movements.

·    Positions Council well for uptake of funding sources external to the National Land Transport Fund (NLTF)

Risks and Disadvantages

·    The Strategy does not reflect the views of some who provided feedback.

Option 2: Do not recommend Council adoption of E Tū Whakatū Nelson’s Active Travel Strategy

Advantages

·    Would be supported by some in the community who did not agree with the Strategy direction.

Risks and Disadvantages

·    Rejection of the Strategy will hinder achievement of a low carbon transport future and sustainable management of the road network.

·    Reputational risk due to a community expectation that Council will work towards reduction of transport-related emissions.

·    Delaying the Strategy would likely require re-engaging with the community, fails to recognise the significant efforts of the community to provide input already, and the strong messages provided in that feedback that urgent action is required.

·    The cost of developing the E Tū Whakatū Nelson’s Active Travel Strategy will be wasted.

·    Lack of an adopted Strategy could disadvantage Council in uptake of possible funds external to the NLTF

 

7.       Conclusion

7.1      A draft Strategy has been developed.

7.2      The community has provided feedback on the draft Strategy – and the targets, guiding principles and actions of the Strategy are strongly supported. The majority of the feedback recognises the urgent need to improve the safety of active travel and reduce transport-related emissions.

7.3      Officers have considered the feedback and amended the draft Strategy in response to it. Many of the comments will also provide valuable guidance during the implementation of the Strategy.

8.       Next Steps

8.1      Following adoption of the Strategy, it will be published on Nelson City Council’s website, and a summary document developed.

8.2      The adopted Strategy will inform the next Transport Activity Management Plan and the LTP. It will also position Council well to benefit from other funding sources external to the NLTF such as the Climate Emergency Response Fund.

 

Author:          Margaret Parfitt, Manager - Transport and Solid Waste

Attachments

Attachment 1:   1862260321-16384 Previous Report

Attachment 2:   1862260321-16387 Revised strategy with edits

Attachment 3:   1862260321-16386 Summary Document of feedback with Officer comments

Attachment 4:   1862260321-16382 VKT Discussion paper  

 

Important considerations for decision making

1.       Fit with Purpose of Local Government

Subsequent to community engagement and feedback, adopting the Strategy promotes democratic local decision-making and supports the social and environmental wellbeing of the community.

2.      Consistency with Community Outcomes and Council Policy

E Tū Whakatū – Nelson’s Active Transport Strategy is consistent with Nelson’s urban development strategies. It aligns with Council’s Long-Term Plan, the Future Development Strategy, Climate Action Plan, Te Ara ō Whakatū – Nelson City Centre Spatial Plan as well as key transport strategies including the Nelson Future Access Strategy (Waka Kotahi), Parking Strategy and the Public Transport Strategy

3.      Risk

 The adoption of the Strategy is low risk. The Strategy is a high level, non-statutory policy document that does not impose any directly enforceable requirements.

4.      Financial impact

No additional funding is sought in this report. The Strategy will require additional funding for implementation that will be included the next Transport AMP and requested through the LTP process. In addition officers will pursue potential external funding opportunities.

5.      Degree of significance and level of engagement

This matter is of some significance due to the level of public interest, particularly in the wider community. For this reason, feedback was sought through a number of channels, as outlined in the previous report including letters to stakeholders, a Shape Nelson webpage and webinar.

 

6.      Climate Impact

The Strategy recognises the Climate Emergency and the need for the Nelson community to contribute to the achievement of the targets in New Zealand’s Emissions Reduction Plan. The E Tū Whakatū Active Transport Strategy promotes modal shift and lower carbon emissions.

7.      Inclusion of Māori in the decision making process

Iwi partners were given early information and regular updates regarding the active travel strategy review. Meetings were held with Te Ohu Taiao in May, September and November and Pou Whakahaere in September in 2021 whose recommendations formed the basis of the engagement plan.

The engagement plan was brought to the Iwi Managers forum for feedback in November 2021. Support was given for the engagement plan by Pou Whakahaere (Iwi Managers). Officers engaged with Pou Taiao again in February 2022 in the lead up to the engagement period.

Covid-19 impacted plans to engage with kura and dedicated hui were not possible due to covid impacts. Council held drop in sessions around the rohe and recorded a strategy summary recording in response to advice from Pou Taiao on effective engagement with iwi.

8.      Delegations

Areas of Responsibility

Transport network, including roading network and associated structures, walkways, cycleways and shared pathways, footpaths and road reserve, street lighting, traffic management control and parking.

 

Delegations

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

·    Developing, monitoring, and reviewing strategies, policies, and plans, with final versions to be recommended to Council for approval.

·    Undertaking community engagement, including all steps relating to Special Consultative Procedures or other formal consultation processes, other than final approval.

Powers to Recommend

·    Approval of final versions of strategies, policies and plans.

 

 

 


Item 8: Adoption of E Tū Whakatū  Nelson's Active Travel Strategy: Attachment 1

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Item 8: Adoption of E Tū Whakatū  Nelson's Active Travel Strategy: Attachment 2

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Item 8: Adoption of E Tū Whakatū  Nelson's Active Travel Strategy: Attachment 3

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Item 8: Adoption of E Tū Whakatū  Nelson's Active Travel Strategy: Attachment 4

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Item 9: Infrastructure Quarterly Report

 

Infrastructure Committee

1 September 2022

 

 

REPORT R27029

Infrastructure Quarterly Report

 

 

1.       Purpose of Report

1.1      To inform the Committee of the financial and non-financial results for the fourth quarter of 2021/2022 for the activities under its delegated authority.

 

2.       Recommendation

That the Infrastructure Committee

1.      Receives the report Infrastructure Quarterly Report (R27029) and its attachments (1530519604-971,  1530519604-2520 and 1687864674-90355).

Recommendation to Council

That the Council

2.      Approves bringing forwarded budgeted capital funding of $2,969,552 from 2023/24 and $108,426 from 2024/25, to allow completion of the Rutherford Street Stormwater project in 2022/23; and

3.      Approves unbudgeted additional capital funding of $60,000 in 2022/23 for the detail design of a new fluoridation system at the Water Treatment Plant following government directive from the Director-General of Health to fluoridate Nelson City Council drinking water supply; and

4.      Notes future budget for construction and commissioning the new fluoridation system will be included in 2023/24 Annual Plan and that officers are working with Manatū Hauora, who are making capital works funding available for local authorities that have been issued with a direction to fluoridate.

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 2021 to 30 June 2022) 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 2021/22 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 22 projects that fall under the Infrastructure Committee.  These have been selected if their budget is at least $250,000 for 2021/22, 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 (orange), or major issues/risks (red).  Projects that are within +/-10% of their budget are considered to be on track regarding the budget factor.

4.     COVID-19 impacts

4.1     COVID-19 resulted in increased costs, posing challenges to the successful delivery of Council’s capital works programme throughout 2021/22, including:

·   Month-on-month cost increases for supply of materials and equipment;

·   Supply chain delays and shortages, which incur costs;

·   Increasing freight costs;

·   A tight labour market – staff shortages and high mobility are making recruitment a challenge;

·   Alert/Traffic Light levels adding to complexity and uncertainty, which flow on to pricing for services.

 

 

 

5.     Tenders awarded

5.1     Tenders above $300,000 awarded under delegated authority in the last quarter are listed below:

 

Project Name

Awarded to

Tender Price

Wastney Terrace stormwater upgrade

Tasman Civil

$1,483,308

Centennial Park pumpstation upgrade

Ching Contracting

$979,935

Arapiki Road watermain renewal

Asphalt & Construction

$580,302

5.2       Tender Subcommittee approvals for Q4.

 

Project Name

Awarded to

Tender Price

Rutherford Street Stormwater Upgrade

Fulton Hogan

$7,857,673

Road Maintenance (five year term)

Fulton Hogan

$18,500,000


 

6.     Financial Results

6.1    Profit and Loss by Activity

 

1.  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.

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

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

4.  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.

5.  Some of the activities have a budgeted operating deficit. This is usually due to depreciation of those activities is not being fully funded by either rates or user fees within the LTP. The portion of depreciation that is unfunded reflects the deficit of that activity.

Operating Revenue (excluding rates)

 

 

 

Operating Expenditure (excluding internal interest)

Chart, bar chart

Description automatically generated

 


 

 Capital Expenditure Infrastructure (excluding vested assets)

Chart, bar chart

Description automatically generated

 

6.2    Capital Expenditure Infrastructure (as at 31 June 2022)

Chart, scatter chart

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As at 30 June 2022, Capital Expenditure is $1.7m under the Operating Budget of $42.5m. Renewals are $1.3m under budget and capital staff costs are $0.4m under budget.

1.1        Income and Operational Expenditure

1.1            

Activity income and expenses have been reviewed in detail and commentary has been included below for variances between actuals and budget of greater than or less than $100,000.

 

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.

Greater than/less than – 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.

 

Transport

6.3.1       Un-Subsidised Roading expenditure is greater than budget by $415,000. Staff Costs are $311,000 over budget due to them being allocated differently than anticipated. There is always an element of assumption in how much time staff will spend in each cost centre when these calculations are done more than a year out. Several expenditure items are ahead of budget including Tidy Town ($72,000) which was budgeted in a different cost centre previously, Infrastructure acceleration fund RFI stage is $38,000 over a nil budget which may be recovered through external funding. Cycle education in schools is $40,000 over a nil budget which is covered by unbudgeted NZTA grant income. Depreciation is $73,000 over budget due to the 2020/21 asset revaluation being higher than anticipated. These overspends are partially offset by a number of underspends; Street Garden, vegetation and berms maintenance ($38,000) through COVID-19 impacting contractor availability, corridor access request ($38,000) applications were lower than normal, Akersten Street Rock repairs saving ($40,000) and Replacement planting ($53,000) due to issues with contractor availability with planting now likely to happen in August 2022.

6.3.2       Unprogrammed Subsidised Roading expenditure is greater than budget by $273,000. Winter storm damage is over budget by $154,000 due to an unexpected weather event in August/September 2021 and February 2022 storm damage is over budget by $64,000. These costs are subsidised by Waka Kotahi. Covid Response is over budget by $42,000 which is a one-off cost claimed by the road maintenance contractor as part of a wider contract due to Covid related costs. This is expected to be subsidised by Waka Kotahi.

6.3.3       Parking Regulation income is greater than budget by $326,000. Infringement Fees are over budget by $285,000 and Court fines recovered are $56,000 over budget with the new system capturing more incidents of non-compliance.

6.3.4       Parking and CBD Enhancement income is less than budget by $161,000. Rental Income is under budget by $111,000 due to ongoing covid impacts as well as credits being provided to tenants who are on income-based rental agreements for the last financial year due to impacts from Covid restrictions.

6.3.5       Public Transport income is greater than budget by $106,000. This is primarily due to increased subsidy income from Waka Kotahi on   additional expenditure.

6.3.6       Public Transport expenditure is greater than budget by $165,000. This is mainly due to $53,000 of unprogrammed Covid 19 response expenses related to bus cleaning. Facilitation and promotion of half price fares since 1 April 2022 has increased spending but will be reimbursed by Waka Kotahi.  Work on the Central City bus exchange has moved from capex to opex whilst a site is determined.  Preparation of the new public transport contract has also required additional expenditure.

 

Solid Waste

6.3.7       Waste Minimisation income is less than budget by $107,000. Local Disposal Levies recoverable from Landfill is under budget due to expenditure items it funds being under budget. The details of the expenditure items are below.

6.3.8       Waste Minimisation expenditure is less than budget by $107,000. Underspend is due to a range of factors including legacy Covid-19 impacts. This includes underspend of $36,000 in the community engagement contract budget, alongside smaller underspends in associated areas. Additional underspend is due to supply chain delays installing solar compacting bins, and an adjustment being required across landfill budget to account for the waste assessment SWAP analysis.

6.3.9       Transfer Station income is greater than budget by $210,000.  Local Disposal Levies recoverable from Landfill is over budget due to expenditure items it funds being over budget. The details of the expenditure items are below.

6.3.10     Transfer Station expenditure is greater than budget by $186,000. The Hopper Operation Contract is over budget by $46,000 due to the new contract now including some additional services previously paid out of different budget lines. Covid-19 Response is $23,000 over a nil budget and Plant & Equipment Maintenance is $40,000 over budget. A budgeting error caused a $71,000 variance and has been fixed for the Annual Plan 2022/23.

6.3.11     Landfill expenditure is greater than budget by $198,000. This is due to variation in disposal levies required from Waste Minimisation, Transfer Station and recycling. The differences are funded from reserves.

6.3.12     Recycling income is greater than budget by $198,000. Local Disposal Levies recoverable from Landfill is over budget due to expenditure items it funds being over budget. The details of the expenditure items are below.

6.3.13     Recycling expenditure is greater than budget by $198,000. The Kerbside collection contract is $209,000 over budget.

 

Utilities

6.3.14     Wastewater income is less than budget by $1,140,000. Commercial Trade Waste income is under budget by $384,000 due to a lower than expected volume being received. NRSBU Investment return has not yet been calculated so at the time of the cut off for this report, this shows as a nil return against a budget of $761,000.

6.3.15     Wastewater expenditure is greater than budget by $286,000. Depreciation is over budget by $288,000 due to the 2020/21 asset revaluation being higher than anticipated.

6.3.16     Stormwater expenditure is less than budget by $146,000. Preliminary Capex - Investigation, option and testing is $131,000 under budget.  This is a placeholder account and allows for the accounting reallocation of capex costs to opex costs at the end of the financial year.  Stormwater detention pond maintenance is $33,000 under budget.  Due to staff resourcing and COVID-19 related issues the Tahunanui Stormwater Strategy is $33,000 under budget and the Stormwater Renewal Strategy is $36,000 under budget. These under budget variances are partially offset by higher than planned depreciation of $124,000 due to the 2020/21 asset revaluation being higher than anticipated.

6.3.17     Water Supply income is greater than budget by $154,000. Water by meter commercial is $71,000 over budget and Water by Meter Residential is $70,000 over budget. This is due to higher than anticipated water usage caused by a relatively dry summer.

6.3.18     Water Supply expenditure is greater than budget by $375,000. This is mainly due to the depreciation being $300,000 over budget due to the 2020/21 asset revaluation being higher than anticipated.

7.      Commentary on Capital Projects

7.1     All infrastructure capital projects with a budget greater than $250,000 in this financial year or have an overall project budget of over $1M across the life of the project have a project sheet in Attachment 1 of this report.  Key work this quarter is detailed below.

7.2     The last quarter was very challenging, with wet weather affecting all onsite construction with contractors noting that the impact was above and beyond anything they could have predicted for work in Nelson at this time of year. 

7.3     Unfortunately, the wet weather has resulted in the first quarter project forecasts not being met on many of our projects. More than one project came to a standstill and was unable to be completed and/or progressed in a timely manner due to the wet ground conditions.

7.4     Rutherford Street Stormwater Upgrade was awarded and enabling works have commenced. The contractor and council team are working hard to minimise disruption without compromising the project. Work is scheduled for completion in April 2023, resulting in a need to bring forward a total of $3.1 million across water, wastewater, and stormwater to ensure progress is maintained and work can be completed within this financial year. All budgets were approved through the Long-Term Plan (2023/24 $2,969,552 and 2024/25 $108,426). The original budgets were set prior to understanding how construction would be phased, with the work the team have undertaken to reduce the disruption to the public, work can be completed within one financial year.

7.5     Awatea Pump Station project has been very challenging with deep foundation work proving challenging in wet ground conditions. The pump station structure is now complete and extra work is being undertaken in Awatea Place. This work involves the upgrade of a section of stormwater pipe found to be in poor condition and will be funded out of the Minor Flood Improvement Programme.

7.6     Saxton Creek Stage 4 work was impacted by the wet weather which resulted in the re-opening of the road to two lanes being delayed by over four weeks and this has impacted the project spend for the quarter.

7.7     Centennial Park Stormwater Pump Station works commenced in June with the sheet piling and excavation for the installation of the downstream defender.  Carry forward for this project is expected to increase from the original $250,000 in the annual plan to $760,000.  Delays have occurred as a result of late delivery of materials and contractor illness as a result of COVID-19.

7.8     Washington Valley Infrastructure Upgrade – Stage 1 (Hastings Street), continues. The sum of $2 million has been approved by Council to cover the cost of unexpected coal tar within the site.

7.9     Airlie Street Stormwater Upgrade has been completed and $200,000 (in savings) is to be carried forward to complete a pipeline renewal that was discovered to be in poor condition when undertaking the works.

7.10   The Wastney Terrace Stormwater Project was delayed during the quarter due to late tender award, Contractor availability due to COVID-19 and weather impacts resulting in the project not getting underway until July.

7.11   Haven Road Stormwater (Science Precinct) works were completed.

7.12   Atawhai No2 Water Reservoir Project. Planning assessment is underway for site access requirements and finalising agreement details to future proof the construction of a water trunk main through an adjoining property development.

7.13   The Arapiki Road watermain renewal project has commenced onsite and work has been tracking well. The wet weather in July slowed the progress on stage one however the contractor is set to continue work on stage two in 2022/23.

8.     Three Waters Services Reform

Stimulus Package Update

8.1     The Department of Internal Affairs (DIA) and Crown Infrastructure Partners (CIP) approved the Council’s Delivery Plan (Plan) resulting in just over $5.7M of external funding being awarded to Council.  The original timeframe for spending all this grant fund was 31 March 2022, but due to the impacts of COVID-19, this deadline has been extended to 30 June 2022.

8.2     The biggest challenge with the approved programme was utilising the funding to support the recruitment of two Asset Engineers.  As reported in the previous quarterly reports, officers attempted to recruit these roles on multiple occasions. Officers also attempted to second engineers from engineering consultancies and had very limited success with this. Council officers suspect the issue surrounding recruitment is due to a national shortage of engineers, and uncertainty with job security associated with the Three Waters Reform.

8.3     As anticipated, there have been minor savings and minor overspends to the programme.  Some projects were also unable to be fully spent due to the impact of COVID and supply chain issues.  These underspends have been reallocated to already approved projects within the Three Waters Stimulus package to maximise the available funding from central government. Refer to table for further details. This item will not be reported further in future quarterly reports.


 

 

PROJECT

TYPE

APPROVED FUNDING

UPDATED FUNDING

PROGRESS

General Programme

 

 

 

 

3 Waters roll out - discussion/collaboration

Opex

$5,260

$5,260

Fully Spent

General Programme Sub-Total 

 

$5,260

$5,260

 

Staff Resources

 

$192,384

$190,113

Minor underspend

Staff Resources Subtotal

 

$192,384

$190,113

 

Water Programme

 

 

 

 

Maitai Dam – Lindavia Testing

Opex

$41,361

$41,361

Project Completed

Climate Change – Emission Reduction Strategy

Opex

$70,000

$62,718

Project Completed

Water Pipeline Renewals Strategy

Opex

$40,000

$40,705

Project Completed

Maitai Original Raw Water Pipeline Renewal Strategy

Opex

$60,000

$57,712

Project Completed

Reticulation Water Quality Improvement and Pressure Management Strategy

Opex

$70,000

$69,696

Project Completed

Drinking Water Quality Initiatives

Opex

$113,361

$103,826

Programme Completed

Water Programme Sub-Total 

 

$394,722

$376,018

 

Wastewater Programme

 

 

 

 

NWWTP Resource Consent Monitoring Programme

Capex

$200,000

$200,000

Project Completed

NWWTP Pond Management Improvements

Opex

$210,000

$199,481

Closed off

Awatea Place Pump Station

Capex

$3,781,615*

$3,814,513*

Closed off

Beach Road Wastewater Storage

Capex

$300,000*

$300,000*

Project completed

Trade Waste Improvement Programme

Opex

$170,000

$147,209

Closed off

Wastewater Pipeline Renewals Strategy

Opex

$30,000

$30,650

Project Completed

Climate Change - Wastewater Network Heat Mapping

Opex

$30,000

$30,389

Project Completed

Climate Change Emission Reduction Strategy

Opex

$199,477

$201,639

Project Completed

Pump Station Data Collection, Storage and Use

Opex

$50,000

$49,141

Programme Completed

Wastewater Programme Sub-Total

 

$4,971,092

$4,973,022

 

Stormwater Programme

 

 

 

 

Condition Performance Assessment

Opex

$30,000*

$48,206*

Project Completed

Stormwater Quality Strategy

Opex

$130,000

$130,839

Project Completed

Stormwater Programme Sub-Total

 

$160,000

$179,045

 

GRAND TOTAL

 

$5,723,458

$5,723,458

 

      * Does not represent total project budget, only the external contribution from the Three Waters Stimulus Programme.

8.4     Officers will be required to submit to the DIA a ‘Close Out Report’ during the first quarter of the 2022/23 financial year. This report covers a variety of topics including, programme summary, outcome and successes, shortfalls and challenges, cashflow, FTEs employed and lessons learnt.

9.     Status Report Update

9.1     Pride Crossing - Nelson Arts Council were engaged to facilitate the selection of appropriate Pride designs for the Montgomery Square and Trafalgar Street bike shelters, in conjunction with key stakeholders. Two designs were selected and are in the process of being finalised before installation in August.  

9.2     Draft Parking Strategy – Approval to seek public feedback. The Parking Strategy was approved for public feedback at the end of Q3. Feedback was supplied and approved at the 4 August Infrastructure meeting.  This item is now closed.

9.3     Nelson Tasman Regional Landfill Business Unit: Hazardous Activities and Industries List sites (HAIL). The Committee has requested further work on the matter of receiving HAIL (fees and charges and discounts) at York Valley landfill. This is a matter the Regional Services General Manager will address in the next Annual Business Plan subject to resources. Ongoing

9.4     E tū Whakatu Nelson's Active Travel Strategy feedback is being presented at the Infrastructure Meeting of 1 September 2022.

10.   LTP 2021-31 decision feedback

10.1   The following table provides an update on outstanding decisions made when the LTP was approved with relevant officer comment:

 

 

Item

Council resolution

Comment

Ariesdale Terrace

 

Approves bringing forward $40,000 from Year 5 and $40,000 from Year 6 for the Ariesdale Terrace project to Year 1 and Year 2 of the Long Term Plan 2021-31.

Investigations are well underway, minor carryover into 22/23 anticipated.

11.   Commentary on operational projects

11.1   There is a detailed status report for one operational project (Inflow and Infiltration) included in the attachments.  This project has been selected for quarterly reporting as it has been assessed to be of particular interest to the Committee.

11.2   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. Project updates are appended in Attachment 1.

Inflow and Infiltration

11.3   The Inflow and Infiltration (I&I) Reduction Programme received a merit award from the Association of Consulting Engineers (ACE) for the I&I dashboard. This dashboard provides a comprehensive, easy to understand and readily accessible source of data for each of council’s individual wastewater pump station catchments. It collates information that was previously held in different formats/reports and provides a better understanding of the implications of this data. 

Fluoridation

11.4   At the request the Director-General of Health, officers provided on the 28 June 2022 an updated cost and timeframe to fluoridate Nelson’s water. The updated estimated cost was $750,000 capex, $110,000 per annum opex and that it would take approximately 12 to 18 months to complete the works.

11.5   On the 27 July 2022, Council received a letter from the Director-General of Health directing Council to fluoridate its drinking water supply by 30 April 2024.  This directive is given under section 116E of the Health Act 1956 (the Act) and a copy of this letter is shown in Attachment 3.  Contravening these requirements, or permitting these requirements to be contravened, constitutes an offence under section 116J of the Act.

11.6   Manatū Hauora (Ministry of Health) is making capital works funding available for local authorities that have been issued a direction to fluoridate. At the time of writing this report, Manatū Hauora are still to provide detailed information about the application process for this funding.  Officers will be making an application for funding.

11.7   There is currently no budget allocated (or savings identified) within the water activity to fund the required upgrade.  To enable detail design to commence, officers are requesting $60,000 of new capital expenditure in 2022/23 to commence design necessary to achieve the April 2024 deadline. The current forecast of $690,000 for construction and commissioning will be included in the upcoming 2023/24 Annual Plan. In the event Council is successful in achieving external funding, then this capital grant income would be included in both the 2022/23 and 2023/24 financial years.

11.8   Manatū Hauora have confirmed that they are responsible for communicating this decision at a national level and Council is directing residents to their website - www.fluoridefacts.govt.nz.

Nelson Wastewater Treatment Plant Resource Consent

11.9   The resource consent for the operation of the Nelson Wastewater Treatment Plant (NWWTP) consent expires on 1 December 2024.

11.10 The renewal of this major resource consent started in 2019/20 and is well advanced. A working party comprising officers and the Chair of Infrastructure Committee meets regularly to progress the consent. 

11.11 Funding of $82 million (uninflated) has been estimated in the Infrastructure Strategy for any necessary upgrades over the next 30 years. As part of the project, an options assessment for treating wastewater at the current site (as agreed through the AMP 2021-31 process) is currently underway. A short list of nine options is being assessed against a ‘traffic light’ system. These options will go through a Multi Criteria Assessment (MCA) to provide the Best Practicable Option (BPO). Once the BPO is selected, an Assessment of Environmental Effect (AEE) will be completed prior to the resource consent being applied for. The latest date for lodgement of the resource consent application is June 2024 (six months prior to expiry).

Regional Wastewater Philosophy

11.12 Tasman District Council (TDC), Nelson Regional Sewerage Business Unit (NRSBU) and the Council are involved in developing a 50 year Regional Wastewater philosophy. The initiative is being primarily led by the TDC and NRSBU due to resourcing issues within the Councils Utilities team.

Solid Waste/Waste Minimisation

11.13 During Q4 a submission from the Chair of the Infrastructure Committee on the consultation Transforming Recycling/Te panoni I te hangarua was made.  This was approved retrospectively by the Infrastructure Committee on 23 June 2022.  Following on from the previous Government consultation on updating the New Zealand Waste Strategy and supporting legislation, an updated New Zealand Waste Strategy is expected in the last quarter of 2022.  The updated strategy and legislation with its associated work programme are likely to have a significant impact on how solid waste activities will be delivered in the future, as will the proposed activities in the Transforming Recycling consultation, (if proposals are enacted).

11.14 Officers are preparing a Waste Assessment with TDC as part of the proposed review of the Joint Waste Management and Minimisation Plan 2019 (the Waste Plan), with support from consultants Morrison Low.  A staff project team comprising officers from NCC, TDC, and the NTRLBU has been established and a separate report is provided at this 1 September Infrastructure Committee meeting to update on the waste assessment and seek agreement to undertake the review of the Waste Plan. The timing of the review is intended to enable better integration with the next Long Term Plan.

11.15 The main round of Rethink Waste Whakaarohia grants was completed in Q4, with $42,000 allocated to a range of community-led projects to avoid or reduce waste.  In partnership with Te Kahui Whiria, kaupapa Māori was included as a criteria for the first time. The grants programme will be repeated in 2022/23.

11.16 After providing individual subsidies for recycling electronic waste since 2018, in partnership with TDC, a review was commissioned with Eunomia Consulting on the effectiveness of the subsidy.  As a result of the review, the individual subsidy is being changed to a shared grant from NCC and TDC allocated to approved e-cycling providers, who will use the grant to reduce the cost of e-cycling at source, with a focus on the most commonly recycled items. This new funding format will require regular provision of e-cycling data as a condition of funding.

11.17 Planning for the Rethink Waste Whakaarohia programme is underway for the new financial year, with a programme to include waste minimisation grants, workshops, community engagement activities and events.  A focus on construction and demolition waste will be included.

11.18 The ‘Don’t Bin Batteries’ campaign has been well established during Q4 and a decision has been made in collaboration with the NTRLBU and TDC to continue the programme trial in 2022/23.

11.19 The first 18 solar powered litter bins are replacing the cast iron bins in Trafalgar Street. Another 36 bins will be placed in the CBD over the next eight weeks. The design and placement of the bins was caried out in conjunction with officers involved in the City Centre Spatial Plan.

11.20 In 2021 NCC in partnership with TDC, made an application to the Ministry for the Environment’s Waste Minimisation Fund and were successful in receiving funding to increase diversion of construction and demolition material. NCC funding will support the development of a new sorting area at the Waste Recovery Centre (NWRC). This area will enable diversion of building waste and items such as plasterboard offcuts, timber, pavers, insulation, metal and household fittings – keeping valuable resources out of landfill.  The diverted materials will either be sold for reuse at the Nelson Environment Centre reuse shop or separated for recovery or reprocessing. Customers will save money as they will then only need to pay disposal costs for materials that can’t be reused or recovered.  The NWRC facility is intended for smaller quantities of building waste, for example from owner-operators and DIY’ers. Larger operators and builders will be able to make use of a new construction waste sorting facility at the TDC Resource Recovery Centre in Richmond. It is estimated that the new sorting area at the NWRC will be operational by early 2023.

Transport

11.21 The Active Travel Strategy was approved for public feedback at the end of Q4. Feedback has been collated and is presented in a separate report to this 1 September Infrastructure Committee meeting seeking adoption of the Strategy.

11.22 In December 2021 Waka Kotahi invited expressions of interest (EoI) from councils across New Zealand that have activities aimed at reducing emissions within a current Regional Land Transport Plan or the National Land Transport Plan. The “Streets for People” funding is available over the NLTP 2021–2024 period for towns and cities ready to accelerate their long-term vision by using successful evidence-driven tactical techniques and offers an enhanced financial assistance rate of up to 90%. The EoI prepared by officers was approved at the end of March by Waka Kotahi and in July the Infrastructure Chair and officers made a formal presentation to Waka Kotahi. Funding decisions are not known at the time of report writing and if known will be advised at the meeting. The specific project being put forward for acceleration is the active transport corridor from the Railway Reserve to Waimea Road. There are 17 Councils contesting the $30 million available.

11.23 Bus patronage continues to suffer from a COVID-19 presence in the community.

·    To date driver rosters and the delivery of the service has not been adversely affected by Omicron COVID-19 variant and full timetables have been able to be maintained.

·    Patronage for Q4 was 12% down on 2018-19 pre-COVID-19 figures but 1% up on 2020-21 patronage possibly due to the half price fare initiative introduced from 1 April 2022.

·    The government half price fares scheme has subsequently been extended to 31 January 2023. From 1 February 2023 Community Service Card holders will continue to receive a subsidy to make public transport fares half price on a permanent basis. Officers are working with Waka Kotahi on how this will be implemented.

·    Overall annual patronage for Nelson routes in 2021/22 was 316,707 (all services including Richmond Loops was 321,244). This is an 12% drop in patronage from 2020/21 of 363,957.

 

 

11.24 Road safety:

·    Bike lights and other ‘share with care’ branded promo were distributed with the assistance of the Police.

·    2589 students have participated in Grade 1 and 2 RideOn cycle education sessions to Primary and Intermediate aged students this financial year.

·    The Rotary Young Driver Awareness event or ‘RYDA’ was held in June with 330 Nelson students attending.

·    A learner licencing course was held for Nayland College Gateway students as well as a community course held at YMCA.

·    Young driver ‘be undistractable’ packs are being distributed by AA to young drivers gaining or passing a license.

·    Students Against Dangerous Driving (SADD)- NCC and TDC working with the SADD coordinator to start regional group.

11.22 Travel Demand Management

·    In this quarter Council has partnered with ‘Charge On’ to deliver Ebike skills at a discounted rate.

·    Funding and support of the Nelson Bike Hub. At time of report writing the hub has 25 volunteers and had distributed 54 bikes to the community.

·    Officers are working with Nelmac with regard to staff travel planning. A staff survey has been carried out and officers are working through results with Nelmac to explore solutions and opportunities for more active and sustainable travel.

·    Covid -19 continues to hamper progress with school travel planning and work with Birchwood School has been started and will continue into terms 3 and 4.

12.   Risks

12.1   Risks reported last quarter remain front of mind through this quarter and are expected to continue during the new financial year (2022/23). As a result of the streamlined procurement processes and key focus on supporting the economy, projects continue to move at pace, however, impacts of COVID-19 and weather have affected this quarter.  The following risks are still applicable, and it is noted that all of these risks were realised in the last quarter, and expected to continue during the next quarter

 

·    Delays in construction progress because of isolation requirements due to COVID-19 exposure.

·    Potential prices above approved budgets that will require Council approval resulting in contractors’ programmes disrupted with potential for them to give preference to other work resulting in projects not proceeding during the financial year.

·    Contractors are holding price for relatively short periods because of COVID-19 supply chain issues. Protracted delays to award contracts would require further pricing to be confirmed, that has the risk of requiring further funds.

·    Delays on material delivery (local and overseas) is a very high risk and has now been realised, with price increases and supply chain issues. The infrastructure sector is forecasting up to 20% increase over this year and settling to 5-10% after this, officers are also noting more products are taking longer to secure.

·    Nurseries and planting contractors have raised concerns in terms of meeting forward future work (2022/23) due to the high requirement across all sectors for plants.

·    Market buoyancy is leading to an inability to secure resources in a timely manner.

·    Responses to larger tenders have reduced, several of our contractors are potentially interested in the work but do not have resources available to respond to tenders.

·    As repeated in previous quarterly reports, staff within the Infrastructure Group are continuing to experience prolonged periods of high workloads. This is anticipated to continue for the foreseeable future whilst officers are needed to provide additional support for unplanned/re-active work including the Three Waters Reform and Infrastructure Acceleration Fund as well as input into existing programmed work such as the DAPP, Housing Plan Change, Land Development Manual and other cross Council projects/Government initiatives. 

·    With the Water Services Act and Taumata Arowai now in operation, it is anticipated that a more precautionary approach will continue in the short to medium term and that the issuing of boil water notices will become more frequent throughout New Zealand.

13.    Key Performance Measures

13.1   As part of the development of the Long-Term Plan 2021-31 (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 results for each performance measure will be reported on through the Annual Report.

·    On track

·    Not on track

·    Achieved

·    Not achieved

13.2   Attachment 2 lists all performance measures within the Infrastructure Committee delegations, their status and commentary for the final quarter.

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13.3   Overall, 32 out of the 35 performance measures can be confirmed as being achieved.

13.4   For Utilities, 25 out of 25 performance measures are achieved.  For one measure ‘Compliance with Part 4, 5 & 8 of the Drinking Water Standards’, this year compliance was assessed internally, as Taumata Arowai do not provide compliance confirmation. Previously the Drinking Water Assessor from the Nelson Marlborough District Health Board confirmed Council’s compliance with the Drinking Water Standards.

13.5   Of the seven transport measures, three have been achieved, three not achieved and one not measured. The three not achieved are public transport patronage which has been affected by COVID-19, sealed road resurfacing which is due to contractor constraints and responsiveness to Service Requests (SR’s) which reflects staff workload and higher numbers of SR’s received over COVID-19 lockdown.

13.6   The transport performance measure for walking and cycling growth to work or school has not been measured this financial year. The number of people walking and cycling was assessed for February 2022, and July 2021, from mostly electronic counts at The Railway Reserve in Stoke and Bishopdale, Atawhai, Rocks Road and Whakatu cycleway. This counting method differs from where all counts were manual counts. Recent counts showed 34% of daily pedestrian and cycle movements in winter and 25% in summer were between 7am-9am (typical school/work morning commute times). Pedestrian and cycle counts on the Railway Reserve at Bishopdale were also compared to road traffic volumes on Waimea Road adjacent between 7am-9am. Comparison showed 11% of total throughput on this joint corridor was by walking or cycling in winter and 20% in summer. However, the percentage performance measure target set in the 2021-31 LTP cannot be measured fully using this count data alone because we don’t know the active travellers destinations. Measurement of walking and cycling rates is a nationwide issue, with consensus on methodology under development to inform the next AMP.

13.7   Of the three Solid Waste performance measures two have been achieved and the results for the remaining performance measure (quantifiable diversion of general organic material from landfill) are achieved pending confirmation.

14.    Options

14.1   There are two matters to consider in this report, bringing funding forward for Rutherford Street Stormwater Upgrade and approving unbudgeted funding to commence fluoridation design at the Water Treatment Plant.

Rutherford Street Stormwater Upgrade

14.2   Rutherford Street Stormwater Upgrade: Officers support the bringing forward of $3.1 million to allow completion of the works in 2022/23.

Option 1: Bring $3.1 million forward from 2023/24 and 2024/25. Recommended option.

Advantages

·    Allows the project to be completed in 2022/23 financial year.

·    Completing the work in one financial year reduces ongoing public disruption to the local businesses and roads.

Risks and Disadvantages

·    Nil

Option 2: Do not bring the funds forward into 2022/23

Advantages

·    Funding remains in the original identified financial years

Risks and Disadvantages

·    Project would need to be stopped until the following financial year resulting in site closure, potential claims and additional costs, ongoing disruption to roads and business’s while the site is closed and extended disruption for a potential further 18 months.

 

 

Fluoridation

14.3   Fluoridation: Officers support the approval of unbudgeted new funding of $60,000 to begin the design of a new fluoridation system at the Water Treatment Plant.

Option 1: Approve unbudgeted funding of $60,000 for 2022/23. Recommended option.

Advantages

·    Enables design to commence to achieve MoH deadline.

·   Avoids an offence under section 116J of the Health Act 1956

Risks and Disadvantages

·    None

Option 2: Do not approve unbudgeted funding of $60,000 for 2022/23

Advantages

·    None

Risks and Disadvantages

·    Likely to result to an offence under section 116J of the Health Act 1956.

 

 

 

Author:          Lois Plum, Manager Capital Projects

Attachments

Attachment 1:   1530519604-971 Infrastructure Project one Page Reports

Attachment 2:   A2880764 Infrastructure KPI Quater 4 2022

Attachment 3:   1687864674-90355 Directive Letter to Fluoridate Drinking Water  

Important considerations for decision making

Fit with Purpose of Local Government

All construction projects are part of the current LTP, meeting the requirements of fit with purpose of Local Government. The project meets all the well-being’s in the areas of environmental, economic, cultural, environment and social

Central government objectives of improving the oral health of the community supports the social, economic, environmental and cultural wellbeing of the community.

Consistency with Community Outcomes and Council Policy

The recommendations in this report fit with the following community outcomes:

·    Our urban and rural environments are people friendly, well planned and sustainably managed

·    Our infrastructure is efficient, cost effective and meets current and future needs

·    Our communities are healthy, safe, and resilient

·    Our Council provides leadership and fosters partnerships, a regional perspective, and community engagement

Risk

Not approving bringing forward funding to complete the Rutherford Stormwater Upgrade project will delay a project’s completion, resulting in potentially up to 18 further months of disruption to a main roading network and local business’s and residents.

Not approving this funding will likely result as an offence under section 116J of the Health Act 1956.

Financial impact

Rutherford Street Stormwater Upgrade funding has been approved in the LTP for this project, no additional funding is required.

Fluoridation funding is not allowed for within the LTP or the Annual Plan.  At this stage, savings cannot be identified to offset this spend.  This funding may be eligible for external funding from Manatū Hauora.   

Degree of significance and level of engagement

All projects were consulted on as part of the LTP and with individuals, this project has had a high level of consultation to date and will continue to as a result of the level of disruption that is and will occur throughout the construction period.

No engagement or consultation is required as the directive to fluoridate Nelson water supply is issued under 116E of the Health Act 1956 by Director-General of Health.

Climate Impact

The impact of climate is considered for Rutherford Upgrade, the works underway are required to help impact the changes.

Climate change will be considered during the detail design for fluoridation.

Inclusion of Māori in the decision making process

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

Delegations

The Infrastructure Committee has the following delegation:

Areas of Responsibility:

·    Transport network, including, roading network and associated structures, walkways, cycleways and shared pathways, footpaths and road reserve, street lighting, traffic management control and parking.

·    Water

·    Wastewater, including Bell Island Wastewater Treatment Plant

·    Stormwater and Flood Protection

Delegations:

· The committee has all of the responsibilities, powers, functions, and duties of Council in relation to governance matters within its areas of responsibility, except where they have been retained by Council, or have been referred to other committees, subcommittees, or subordinate decision-making bodies. 

Powers to Recommend to Council:

Unbudgeted expenditure relating to the areas of responsibility, not included in the Long-Term Plan or Annual Plan

 

 


Item 9: Infrastructure Quarterly Report: Attachment 1

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Item 9: Infrastructure Quarterly Report: Attachment 2

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Item 9: Infrastructure Quarterly Report: Attachment 3

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