Strategy and Recovery Committee – Terms of Reference

Fields of Activity

The purpose of the Strategy and Recovery Committee is to;

Develop all strategic, policy and planning frameworks for approval by the Committee or Council as required,

Review progress in Cyclone Recovery, make decisions and recommendations to Council relating to the key strategic matters and Council’s contribution to Cyclone Recovery. It will also assess the quality of Council’s engagement and communications with the Government, key partners and stakeholders, and the community.

Membership

· Mayor and 15 Councillors

· Chair appointed by Council.

· Deputy Chair appointed by Council.

· Two (non-council) members of the Heretaunga Takoto Noa Māori Standing Committee and an alternate.

· The Chair and Deputy Chair of the Rural Community Board and an alternate.

Quorum – 11 members

DELEGATED POWERS

1) Authority to exercise all of Council’s powers, functions and authorities (except where prohibited by law or otherwise delegated to another committee) in relation to all matters detailed in this delegation.

2) Authority to exercise all of Council’s powers, functions and authorities (except where prohibited by law) at any time when the Chief Executive certifies in a report that;

a) the matter is of such urgency that it requires to be dealt with, or

b) the matter is required to be dealt with, prior to the next ordinary meeting of the Council.

3) Establish strategic direction to deliver Council Objectives and District Vision.

4) Establish policies and guidelines for decision making to assist in achieving strategic outcomes.

5) Establish levels of service across Council services in line with strategic goals and priorities.

6) Receive and consider reports from Subcommittees.

7) Develop and recommend the financial and infrastructure strategies and budgets for the Long-Term Plan, Annual Plan and Annual Report.

8) Develop the Rating Policy for recommendation to Council for adoption.

9) Develop Funding Policies for recommendation to Council for adoption.

10) Delegations of powers to sub-committee(s) if so established.

11) Approve the purchase of and disposal of land (If included in the Long Term Plan).

12) Making submissions on behalf of Council to proposals by other organisations/authorities (Local and Regional).

Cyclone Recovery Delegations

13) Receive briefings and reports on key and emerging issues and community wellbeing related to Cyclone Gabrielle.

14) Develop and approve strategies and responses to key and emerging issues and make recommendations to the Council as necessary.

15) Develop and recommend Locality Plans for Council adoption and oversee and monitor the implementation of Locality Plans.

16) Authority to exercise all of Council’s powers, functions and authorities in relation to Cyclone Gabrielle Recovery matters within the authorised Council budget (except where prohibited by law or otherwise delegated to another committee), and where insufficient approved budget provision exists, make recommendations to the Council as necessary.

17) Assess the quality of engagement and communication with the Government, partners, key stakeholders and the community in respect of cyclone Recovery.

18) Receive deputations and presentations from partners, stakeholders and the community in relation to Cyclone Gabrielle Recovery.

19) Delegate its powers to sub-committee(s) if so established.

20) Make submissions on behalf of Council to proposals by other organisations/authorities in relation to Cyclone Gabrielle Recovery.

Tuesday, 5 December 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Craig Thew, Group Manager: Asset Management

Te Take:

Subject:

Cyclone Gabrielle Recovery Procurement Strategy

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 This Strategy provides a recommended approach for the procurement of a range of works for Hastings District Council’s (HDC) Cyclone Gabrielle transportation network recovery and rebuild.

1.2 The Strategy Document contains commercially sensitive information, so a relevant synopsis is attached as Attachment 1.

1.3 The recommended approach does not replace the Council wide procurement strategy that has been previously adopted, instead it sits alongside the organisation wide strategy as a specific response to the required pipeline of work over several years.

1.4 The key objectives are:

· To enable rapid delivery of the recovery programme, rebuild fragile infrastructure networks and reconnect communities.

· To accelerate procurement, reduce tendering costs & effort and enable quicker design to delivery timeframes.

· To maintain and develop enduring contractor capacity and capability for HDC (while large programmes of work are in progress within adjacent councils and the Transport Recovery East Coast (TREC) Alliance.

· Deliver broader outcomes in line with our commitments to Hawke’s Bay regional progressive procurement initiatives.

· Create a healthy competitive market that upholds good procurement practices and public value outcomes through appropriate packaging of works that aligns with the market capacity and capability.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Cyclone Gabrielle Recovery Procurement Strategy dated 5 December 2023.

B) That the Committee adopt the document Hastings District Council Cyclone Gabrielle Recovery Procurement Strategy October 2023. (Synopsis attached as Attachment 1)

C) That the Committee note that the proposed changes to delegation levels included in this strategy would require a separate approval by the Council.

3.0 Background – Te Horopaki

3.1 The Cyclone Gabrielle weather event of 14 February 2023 created widespread effects across Hawkes Bay, and the wider East Coast. The effects included a massive amount of damage and disruption to the community and to the transport network our communities rely upon.

3.2 Significant work has been completed to reconnect many communities. However much of this work is only the initial response and more permanent and enduring work is required to lift the roading infrastructure from its current fragile state. Many parts of the network are now weather dependent, and across the network a lower level of service is experienced with some locations requiring longer alternative routes (of up to an hour).

3.3 The community and stakeholders are urgently seeking guaranteed access. There is a large volume of work to be done. Ensuring access for small communities requires substantial Ratepayer and Taxpayer investment.

3.4 Currently HDC are completing the initial response phase of works by utilising the existing road maintenance contracts held by Fulton Hogan Ltd and Downer Ltd and are in the planning, programming, and design stage for the more enduring recovery phase.

3.5 The limited availability of funding for recovery for HDC is a significant burden and will be constraint to be managed.

3.6 HDC have received $228 million Crown funding for part of the recovery phase over a two-year period, and are seeking Waka Kotahi funding assistance for the remaining funding (>$500m).

3.7 The proposed Strategy is written within the context of the HDC Procurement Strategy and can be read in conjunction with this document. In accordance with the Emergency Procurement provisions of the HDC Procurement Policy, a Procurement Strategy is now required to define the next phases of procurement as the Council, alongside its regional partners, moves into recovery.

4.0 Discussion – Te Matapakitanga

4.1 This strategy provides a documented approach for the procurement of physical works for Council’s Cyclone Gabrielle Response. A key purpose of this document is to establish a delivery structure for various packages and phases of the recovery phase programme, provide rationale for their selection and demonstrate how value for money will be assured.

4.2 The type of work includes minor to major repairs, and in some cases full reinstatement. Based on the available data the value of individual sites ranges from $500,000 to $2million and packages of work are being assembled on a prioritised basis.

4.3 The costs to reinstate routes range from $1.5 million to >$10m.

4.4 The anticipated programme expenditure is more than $500million, which if able to be delivered over a 5-year period would require a spend of around $100 million per annum. This work is on top of wider Council investment into business-as-usual capital delivery works such as renewals, compliance upgrades, and enhanced infrastructure provision to support growth.

4.5 The programme of works is expansive and across a diverse area of the District, with multiple communities affected by the projects. The location of the pending packages of work are mainly rural in nature.

4.6 A programmed recovery response requires a tiered/triaged approach; starting the urgent critical work as soon as possible.

4.7 Generally, the works are of low-moderate complexity, except for bridge replacements requiring specialist contractors. Some slip repairs are more technically complex than others but are within the capability of the local market.

4.8 The scale and duration of the required works requires multiple contractors working across multiple sites for an extended period. This will require Contractors with the right experience, capability, and approach. A comprehensive strategy, that weaves these elements together, to procure multiple suppliers for the long-term programme is required.

4.9 A key focus for Council is to keep building relationships with suppliers that encourage fair competition, innovation, and certainty of supply for both parties. This is at the core of the Strategy.

5.0 Options – Ngā Kōwhiringa

Option One - Recommended Option - Te Kōwhiringa Tuatahi – Te Kōwhiringa Tūtohunga

5.1 Adoption of the Cyclone Gabrielle Recovery Procurement Strategy, which outlines a structured, layered approach for the various packages, timing and phases of the recovery phase programme.

5.2 The strategy proposes a range of procurement methods – see diagram below.

Advantages

· Process to plan, procure and establish a Supplier Panel for programmed recovery activities.

· Plans open tender of bridge reinstatements and large complex work packages.

· Seeks opportunities to open tender packages less than $1m, to the smaller Prequalified Contractors who are outside of the main panel supplier leads.

· Seeks opportunities to leverage adjacent contracts wherever location, corridor or work type make this advantageous.

· Provides successful tenderers with opportunity to leverage longer term pipeline of work to enable investment in people and plant.

· Requires the panel suppliers to continue to perform to enable ongoing access to further work packages.

· Potential option to leverage for wider Council works.

Disadvantages

· Effort required in setting up the panel.

· Panel monitoring and management requirements.

· Multiple contracts over multiple sites and durations to manage.

Option Two – Status Quo - Te Kōwhiringa Tuarua – Te Āhuatanga o nāianei

5.3 Advantages

· Existing relationships and procedures.

· Responsive.

Disadvantages

· Risk losing access to suppliers to other work across the District.

· Market capacity not increased to enable the delivery of more work due to lower certainty of pipeline to support investment by suppliers.

Option Three – Tender each package separately Te Kōwhiringa Tuatoru Tuku

5.4 Advantages

· Appropriate for large single individual packages of work.

· Able to receive competitive proposals for each package.

Disadvantages

· Not suitable for the quantum of multiple packages.

· High market tender costs, which may reduce interest as other recovery programmes come on stream.

· Little ability to maintain and nurture market capability and achieve broader outcomes to the same extent.

6.0 Next steps – Te Anga Whakamua

6.1 Proceed to confirm procurement details, Request for Tender documentation, and management details for Panel Contracts.

6.2 In terms of approach to market officers are confirming the approach to market, but currently the proposal is shown in the diagram below, looking to get an initial contract out, followed by a second round to select the remaining further lead panel suppliers.

6.3 The approval to award the lead supplier contracts will require separate approvals from Council.

6.4 Further engagement with Waka Kotahi to formally approve HDC use of Panel Contract approach under section25 of the Land Transport Management Act (LTMA).

6.5 Continue design and planning for bridge replacements and proceed to develop procurement plans for each package of works/location.

6.6 Seek approval to revise delegations for awarding of separable portions within the panel contacts to enable rapid, rolling, contract award of work packages, as below:

Role	Current delegation	Proposed delegation
Civic Development Subcommittee	$10,000,000	$20,000,000
Chief Executive	$5,000,000	$10,000,000
Group Manager: Asset Management	$2,000,000	$5,000,000

6.7 Creation of performance reporting to Council Performance and Monitoring & Strategy and Recovery Committees to enable progress and performance of the strategy to be monitored. This is to include the performance of the contracted panel suppliers to confirm that they remain eligible to access ongoing work packages available from the pipeline provided by the overarching agreement.

Attachments:

1 ⇨

231101 HDC Procurement Strat Flood Recovery_DRAFT_V2_1a (002)

CG-17-32-00044

Under Separate Cover

Summary of Considerations - He Whakarāpopoto Whakaarohanga

Fit with purpose of Local Government - E noho hāngai pū ai ki te Rangatōpū-ā-Rohe

The Council is required to give effect to the purpose of local government as set out in section 10 of the Local Government Act 2002. That purpose is to enable democratic local decision-making and action by (and on behalf of) communities, and to promote the social, economic, environmental, and cultural wellbeing of communities in the present and for the future.

Link to the Council’s Community Outcomes – Ngā Hononga ki Ngā Putanga ā-Hapori

This proposal promotes the social, economic, environmental, and cultural wellbeing of communities in the present and for the future. The most immediate community need is to restore access (Getting Around and Rural living priority areas within the LTP), within the context of a large volume of work. The prioritisation of repairs is a significant issue with access for small communities.

The scale and duration of the recovery programmes provides Council a credible opportunity to leverage sustainable outcomes through procurement and contracting mechanisms being used to support wider social, economic, cultural and environmental outcomes that go beyond the immediate contracting of asset construction / rehabilitation services.

Māori Impact Statement - Te Tauākī Kaupapa Māori

Good opportunities are available to create long term prosperity across the community and address issues of disproportionately high Māori and Pasifika youth unemployment. The large scale, extended duration contracts provide a good platform to develop opportunities and pathways that could assist in transitioning people to skilled employment.

Sustainability - Te Toitūtanga

The long-term nature of the panel contracts will create the ability for suppliers to leverage their existing sustainability initiatives or make a new start.

Each site/package will need kaitiakitanga of the natural environment and requires methods, certifications, and innovations to enhance and protect it.

Financial considerations - Ngā Whakaarohanga Ahumoni

Given the scale and duration of the recovery programme good opportunities are available when looking within the supplier-wide supply chains to provide local value over the long term. There is the ability for each Contractor to demonstrate how they are a part of, or support, the diversification of the Hawke’s Bay economy.

In accordance with Section 14 of the Local Government Act ( s14 (f) the local authority should undertake any commercial transactions in accordance with sound business practices), which this strategy promotes.

Significance and Engagement - Te Hiranga me te Tūhonotanga

This report has been assessed under the Council's Significance and Engagement Policy as being of a High Degree of Significance, due to the extent of the capital expenditure required.

However, it is also noted that the expenditure proposed is not a discretionary activity, rather a response to a natural disaster. Further to that the Council has consulted with the community on an Amendment to the Council’s Long-Term Plan during 2023 which signalled as best it could the impending consequences of the cyclone on the forward capital programme and the level of Council funding required beyond the Crown funding it had secured.

Community engagement to date has indicated a desire from the community to move forward with the necessary work to recover from the cyclone. Considering this understanding of community views, it is considered appropriate to move forward with commercial decisions, without further community engagement, where in the opinion of the Council, failure to make a decision urgently would result in unreasonable or significant deterioration and damage to fragile Council assets, or risk to people’s health and safety.

The Significance and Engagement Policy contains specific exemptions for emergency works in any case, which can be applied in circumstances such as those brought about from Cyclone Gabrielle.

It is also noted that Hastings District Council has been undertaking an engagement project to begin conversations with our most impacted communities to understand the local challenges and needs for recovery. The input from the community has been invaluable and is ongoing.

Consultation – internal and/or external - Whakawhiti Whakaaro-ā-roto / ā-waho

Contractor supplier engagement has commenced, the first of which has already occurred on 25th October 23. Feedback to date has been positive.

Council officers have had several discussions, which are ongoing, with Waka Kotahi, regarding approval of the Supplier Panel. Council officers have also discussed the proposed procurement approach with representatives of Crown Investment Partners (CIP) who will be managing the crown funding agreement portion of works.

Risks

Opportunity:

REWARD – Te Utu	RISK – Te Tūraru
Enable rapid delivery of recovery programme, to recover from fragile infrastructure networks and reconnect communities.	Programmes not able to be achieved and delivered if resources are not immediately available, as committed to in tender.
Opportunity to leverage broader outcomes in line with our commitments to Hawke’s Bay regional progressive procurement initiatives.	Rework and unnecessary delays due to inexperience of subcontractors offered.
The long-term nature of supplier panels provides an opportunity to develop and maintain enduring contractor capacity and capability for HDC.	Contractors who are not successful in obtaining a panel position may miss on capability building opportunities.
Create a healthy competitive market that upholds good procurement practices and public value outcomes through appropriate packaging of works that aligns with the market capability.	Inappropriate construction methods may compromise the level of performance and service required of contract works, if not adequate commitment to quality, safety, and environmental practices.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Rural Community Board (RCB) areas are all directly impacted by the Cyclone and the RCB is and will remain actively engaged with the community in the recovery.

Tuesday, 5 December 2023

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Strategy and Recovery Committee Meeting

Te Rārangi Take
Report to Strategy and Recovery Committee

Nā:

From:

Marius van Niekerk, Transportation Asset Manager

Te Take:

Subject:

Hastings District Council Asphalt Policy Amendment

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The Hastings District Council (HDC) has an Asphalt Policy (Policy) to manage the application of asphalt to areas in the road network, where the specific properties of asphalt namely superior strength and durability provide value for money. The Policy is attached as Attachment 1.

1.2 Asphalt is popular with residents for its amenity appeal and low noise. Property developers tend to prefer asphalt over chip seal. Asphalt can be 4 or more times more expensive than chip seal.

1.3 The Policy specifies the roads where Asphalt can be applied. There is discretion for Transport Management to make bespoke decisions re use of asphalt.

1.4 There are several residential developments in the planning stage in Hastings, Havelock and Flaxmere where developers have requested Council to reconsider the use of asphalt in residential streets.

1.5 The Policy does not allow for the use of asphalt in residential streets for amenity purposes.

1.6 This report recommends the Policy is amended to allow Transport Management to approve the use of asphalt in residential streets, subject to the developer meeting pavement strength and ‘Council Monitoring Surveillance and Quality Assurance’ requirements to ensure the road meets its asset life expectations.

1.7 The financial consequences of the proposal noted in 1.6 are deemed to be largely offset as the developers pay for the initial road development and vest it to Council. Ongoing maintenance cost escalation risks may be mitigated to a large degree by requiring additional pavement strength and quality control during road construction.

1.8 The future cost to Council can be considered at the time of road renewal with Council signalling no commitment to replace asphalt with asphalt in future years.

2.0 Recommendations - Ngā Tūtohunga

A) That the Strategy and Recovery Committee receive the report titled Hastings District Council Asphalt Policy Amendment dated 5 December 2023.

B) That the Committee approves an amendment to the Hastings District Council Asphalt Policy to allow Transport Management to approve the use of asphalt in residential streets, subject to the developer meeting pavement strength and ‘Council Monitoring Surveillance Quality Assurance’ requirements to ensure the road meets its asset life expectations.

C) Council notes the financial consequences of Recommendation B are deemed to be largely offset as the developers pay for the initial road development and vest it to Council. Ongoing maintenance cost escalation risks will be mitigated to a large degree by requiring additional pavement strength and quality control during construction. The future cost to Council can be considered at the time of road renewal with Council signalling no commitment to replace asphalt with asphalt in future years.

3.0 Background – Te Horopaki

3.1 Chip seal is a relatively affordable surface material that is easy to construct with no special equipment required and provides a fit for purpose, high friction, waterproof surface.

3.2 Chip seal is constructed on site with bitumen sprayed on a prepared road surface at a specific design application rate in l/m² and uniform sized stone chips are spread on top of the bitumen as a thin layer and rolled into the bitumen. As the bitumen cools the stone chips are stuck to the road.

3.3 Asphalt is a plant manufactured product that requires the blending of materials in specific design proportions at manufacturing temperatures of up to 180 degrees °C. Asphalt is typically manufactured in a purpose-built plant and the hot material is trucked to site. Asphalt laying temperature is ±160 °C and specialist equipment such as a paver, experienced crew and pneumatic and steel wheel rollers are required to lay the product.

3.4 Due to the smooth surface and appearance of asphalt, it is valued for its low noise properties and high amenity value. As such it is preferred by property developers and residents in new residential areas.

3.5 Due to the stiffness of the asphalt surface layer, it is prone to cracking if the pavement layer it is placed on, is not of sufficient strength (not sufficiently rigid). The pavement layer will flex under traffic loading, and this can lead to cracks in the asphalt surface, known as alligator cracking. This can lead to water ingress into the pavement and cause potholes and rutting.

Asphalt:

Chipseal:

3.6 Material properties comparison between chip seal and asphalt/ assuming no maintenance savings for asphalt from proper pavement preparation at construction.

i.Property	ii.Chipseal	iii.Asphalt
iv.Total sealed network length = 1307.5km Network length % by surface type	v.95% (1238 km) chip seal surface	vi.5% (69km) Asphalt surface
vii.Cost /m2 Cost/km for 9m wide road Unit rates sensitive to bitumen price fluctuations	viii.$8/m2 Cost/km for 9m wide road = $72,000	ix.$85/m2 - including milling $48-68/m2 (greenfield) depending on mix type Replacement cost/km for 9m wide road = $765,000 (include milling of existing surface)
x.Average achieved life on HDC network	xi.Average age on arterial and collector roads - 8-10 years Average age on low volume residential streets 15-20 years	xii.Average age on arterial and collector roads - 14 years Average age on low volume residential streets 25 - 28 years
xiii.Lifecycle cost over 78 years/m2	xiv.Seven treatments over 78 years = $56/m2	xv.Four treatments over 78 years = $320/m2
xvi.Noise	xvii.Chip seals can be perceived as generating high noise levels depending on the speed of vehicles and the chip size	xviii.Asphalt is a smooth surface with low noise properties
xix.Strength and durability	xx.Does not handle high stress environments such as tight curves, intersections and roundabouts	xxi.Superior strength and durability properties make is the preferred surface treatment in high stress areas
xxii.Value for money	xxiii.Fit for purpose - provides value for money	xxiv.Durable , high amenity and low noise properties but considered as expensive

4.0 Discussion – Te Matapakitanga

4.1 Council has an Asphalt Policy to manage the application of asphalt.

4.2 There are several new subdivision developments in the urban plain’s development areas around Hastings and Havelock North. Developers have been advised of the Policy and that the surfacing for residential streets according to the Policy, should be designed as a chip seal surface.

4.3 Developers are challenging the Policy, and at times reference the Council Flaxmere development where asphalt was applied.

4.4 Additional costs to provide a pavement of sufficient rigidity for asphalt, over and above what is required for a chipseal surface is likely to add estimated at $5-$10/m²in road construction costs.

4.5 If asphalt roads are constructed to the requisite quality level before vesting to Council, officers consider ongoing maintenance cost escalation risks may be mitigated to a large degree by requiring additional pavement strength and quality control during road construction.

4.6 The future cost to Council can be considered at the time of road renewal with Council signalling no commitment to replace asphalt with asphalt in future years.

5.0 Options – Ngā Kōwhiringa

Option One- Recommended Option Te Kōwhiringa Tuarua – Te Āhuatanga o nāianei

5.1 Approve an amendment to the Hastings District Council Asphalt Policy to allow Transport Management to approve the use of asphalt in residential streets, subject to the developer meeting pavement strength and ‘Council Monitoring Surveillance Quality Assurance’ requirements to ensure the road meets its asset life expectations.

Advantages

· Officers can approve use of asphalt in locations where it’s superior strength and durability properties may improve whole of life maintenance costs.

· Can improve residential amenity value over chip seal.

Disadvantages

· Council risks increased whole of life asset management costs over and above chip seal roading solutions.

Option Two – Status Quo - Te Kōwhiringa Tuatahi – Te Kōwhiringa Tūtohunga

Advantages

· Council manages the asphalt application under the Policy and avoids the associated cost escalation risks.

Disadvantages:

· As above under Advantages.

Attachments:

1 ⇨

HDC Asphalt policy

PRJ14-87-0056

Under Separate Cover

HASTINGS DISTRICT COUNCIL

Strategy and Recovery Committee MEETING

Tuesday, 5 December 2023

RECOMMENDATION TO EXCLUDE THE PUBLIC

SECTION 48, LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987

THAT the public now be excluded from the following part of the meeting, namely:

11 Action Plan: Removal of Dwellings & Post-Acquisition Land Management for Category 3 Properties

12 Tōmoana Showgrounds - Grandstand

13 Flaxmere Development Programme Update and Overview

The general subject of the matter to be considered while the public is excluded, the reason for passing this Resolution in relation to the 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 is as follows:

GENERAL SUBJECT OF EACH MATTER TO BE CONSIDERED

REASON FOR PASSING THIS RESOLUTION IN RELATION TO EACH MATTER, AND

PARTICULAR INTERESTS PROTECTED

GROUND(S) UNDER SECTION 48(1) FOR THE PASSING OF EACH RESOLUTION

11 Action Plan: Removal of Dwellings & Post-Acquisition Land Management for Category 3 Properties

Section 7 (2) (h)

The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

Section 7 (2) (i)

The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

Council Negotiation Position and Commercial Sensitivity.

Section 48(1)(a)(i)

Where the Local Authority is named or specified in the First Schedule to this Act under Section 6 or 7 (except Section 7(2)(f)(i)) of this Act.

12 Tōmoana Showgrounds - Grandstand

Section 7 (2) (h)

The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

Section 7 (2) (i)

The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

Council Negotiation Position and Commercial Sensitivity.

Section 48(1)(a)(i)

Where the Local Authority is named or specified in the First Schedule to this Act under Section 6 or 7 (except Section 7(2)(f)(i)) of this Act.

13 Flaxmere Development Programme Update and Overview

Section 7 (2) (h)

The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

Section 7 (2) (i)

The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

The sensitive information contained in this report is part of ongoing negotiations.

Section 48(1)(a)(i)

Where the Local Authority is named or specified in the First Schedule to this Act under Section 6 or 7 (except Section 7(2)(f)(i)) of this Act.

Te Rā Hui: Meeting date:	Tuesday, 5 December 2023
Te Wā: Time:	1.00pm
Te Wāhi: Venue:	Council Chamber Ground Floor Civic Administration Building Lyndon Road East Hastings
Te Hoapā: Contact:	Democracy and Governance Services P: 06 871 5000 \| E: democracy@hdc.govt.nz
Te Āpiha Matua: Responsible Officer:	Group Manager: Strategy & Development - Craig Cameron

Mematanga: Membership:	Koromatua Chair: Councillor Wendy Schollum Ngā KaiKaunihera Councillors: Ana Apatu, Marcus Buddo, Alwyn Corban, Malcolm Dixon, Michael Fowler, Damon Harvey, Henry Heke, Kellie Jessup, Eileen Lawson (Deputy Chair), Tania Kerr, Renata Nepe, Simon Nixon, Ann Redstone and Kevin Watkins Mayor Sandra Hazlehurst Hastings District Rural Community Board Chair Appointee: Jonathan Stockley Hastings District Rural Community Board Deputy Chair Appointee: Izzy Crawshaw and 1 x Vacancy (for an Alternate) 2 Heretaunga Takoto Noa Māori Standing Committee Appointees: Ngaio Tiuka and 1 x Vacancy as well as 1 x Vacancy (for an Alternate)
Tokamatua: Quorum:	11 members
Apiha Matua Officers Responsible:	Group Manager: Strategy & Development – Craig Cameron Deputy Chief Executive – Bruce Allan Strategy Manager – Lex Verhoeven Principal Advisor: District Development – Mark Clews Program Manager Growth Infrastructure – Brett Chapman Strategic Project Manager (Portfolio Lead) – Dean Ferguson Manager - Recovery & Special Projects – Gus Charteris
Te Rōpū Manapori me te Kāwanatanga Democracy & Governance Services:	Lynne Cox (Extn 5632)

1.0	Apologies – Ngā Whakapāhatanga At the close of the agenda no apologies had been received. Leave of Absence had previously been granted to Councillor Lawson
2.0	Conflict of Interest – He Ngākau Kōnatunatu Members need to be vigilant to stand aside from decision-making when a conflict arises between their role as a Member of the Council and any private or other external interest they might have. This note is provided as a reminder to Members to scan the agenda and assess their own private interests and identify where they may have a pecuniary or other conflict of interest, or where there may be perceptions of conflict of interest. If a Member feels they do have a conflict of interest, they should publicly declare that at the start of the relevant item of business and withdraw from participating in the meeting. If a Member thinks they may have a conflict of interest, they can seek advice from the General Counsel or the Manager: Democracy and Governance (preferably before the meeting). It is noted that while Members can seek advice and discuss these matters, the final decision as to whether a conflict exists rests with the member.
3.0	Confirmation of Minutes – Te Whakamana i Ngā Miniti Minutes of the Strategy and Recovery Committee Meeting held Thursday 2 November 2023. (Previously circulated)
4.0	Cyclone Gabrielle Recovery Procurement Strategy	9
5.0	Hastings District Council Asphalt Policy Amendment	17
6.0	Adoption of the Hastings District Council Cyclone Recovery Reporting Framework	23
7.0	Cyclone Recovery Reporting Framework - Recovery Report	25
8.0	Minor Items – Ngā Take Iti
9.0	Urgent Items – Ngā Take Whakahihiri
10.0	Recommendation to Exclude the Public from Items 11, 12 and 13	45
11.0	Action Plan: Removal of Dwellings & Post-Acquisition Land Management for Category 3 Properties
12.0	Tōmoana Showgrounds - Grandstand
13.0	Flaxmere Development Programme Update and Overview

Item 7 Cyclone Recovery Reporting Framework - Recovery Report
FINAL - CYCLONE GABRIELLE RECOVERY REPORT November 2023	Attachment 1