Agenda of Civic Development Subcommittee Meeting

A Subcommittee of the Performance and Monitoring Committee.

Fields of Activity

The Civic Development Subcommittee is responsible for making delegated decisions and advising the Performance and Monitoring Committee by;

· Assisting Council in the allocation of Community Grants by;

- Reviewing applications for Community Grants.

- Setting appropriate performance measures to assist in the measurement of delivery of activities funded from Grants.

- Allocation of grant funding within the budget allocation.

· Assisting Council in its general overview of procurement and tender activity by accepting tenders which exceed the Chief Executive’s delegated authority to approve, for projects previously approved by Council or a Standing Committee within the delegated authority.

· Assisting Council by reviewing and considering submissions and deciding applications for temporary closure of roads.

· Recommending to Council the appointment of trustees to Te Mata Park Trust Board.

· Recommending to Council the appointment of directors to Hastings District Holdings Limited.

· Recommending to Council the appointment of List Members to the District Licencing Committee.

· Assisting Council by reviewing, considering nominations and recommending recipients of Civic Awards.

· Assisting Council by remaining cognisant of activities in the Community that deliver improved wellbeing and safety outcomes and advising Council how it can appropriately enable these activities.

· Providing guidance and oversight to Council Officers in the delivery of Council safety and security investments & initiatives to improve community wellbeing and sense of feeling safe and welcome.

· Providing guidance and oversight to Council Officers in the delivery of major Council civic development capital projects (projects as assigned to the Subcommittee).

· Providing comprehensive six monthly (and as required) Council civic development capital project progress reports to the Performance and Monitoring Committee.

· Providing guidance and oversight to Council Officers in the delivery of major Council and Council enabled Events.

Providing guidance and oversight to Council Officers in the active promotion of Hastings as a Visitor Destination.

Membership

· 8 Councillors.

· 1 Heretaunga Takoto Noa Māori Standing Committee Member appointed by Council.

· Group Manager: Planning and Regulatory Services to be a member only when the Subcommittee is recommending the appointment of List Members to the Hastings District Licensing Committee.

· The Chief Executive to be a member only when the Subcommittee is making a decision on tendering and procurement matters.

· The Group Manager Asset Management to be a member only when the Subcommittee is making a decision on tendering and procurement matters.

· The Transportation Manager to be a member only when the Subcommittee is making a decision on applications for temporary closure of roads.

· The Environmental Consents Manager to be a member only when the Subcommittee is making a decision on applications for temporary closure of roads.

· The Chair of the Te Mata Park Trust Board to be a member only when the Subcommittee is making a decision on appointments to the Te Mata Park Trust Board.

· The Chief Financial Officer to be a member only when the Subcommittee is making a decision on appointments to the boards of any Council Controlled Organisations.

· Chair appointed by Council.

· 2 Youth Council Members appointed by Council (non-voting)

Quorum

a) A minimum of 3 members - for Subcommittee meetings where the agenda items only address proposed temporary road closure applications (when there are no submitters).

b) A minimum of 5 members for all other meetings of the Subcommittee.

Delegated Powers

1) Authority to exercise all Council’s powers, functions and authorities (except where prohibited by law or otherwise delegated) in relation to the allocation of grant funding within the budget allocation.

2) Authority to accept tenders for individual projects previously approved by the Council or a Standing Committee of the Council up to a value of $10,000,000.

3) Responsibility to provide oversight and direction on tendering processes in general and/or specific issues relating to a particular project.

4) All the Council’s powers and functions in respect to temporary prohibition of traffic under Section 342(1)(b) and clause 11(e) of Schedule 10 of the Local Government Act 1974.

5) Recommend to Council the appointment of Trustees to Te Mata Park Trust Board in accordance with the policy on Appointment of Trustees for Te Mata Park Trust Board, and the provisions of section 57 of the Local Government Act 2002.

6) Recommend to Council the appointment of director positions for Hastings District Holdings Limited in accordance with the Council’s Policy on Appointment and Remuneration of Directors for Council Organisations.

7) Recommend to Council the recipients of Civic Awards.

8) Recommend to Council the appointment of List Members to the Hastings District Licensing Committee in accordance with the policy on the appointment of members for the District Licensing Committee, and the provisions of Sections 192 – 194 of the Sale and Supply of Alcohol Act 2012.

Tuesday, 8 October 2024

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Civic Development Subcommittee Meeting

Te Rārangi Take
Report to Civic Development Subcommittee

Nā:

From:

Jeff Clews, Public Spaces Asset Planner

Colin Hosford, Advisor - Asset Management

Te Take:

Subject:

Food Vendor Report - Rush Munro’s Licence to Occupy and Draft Commercial Activities Policy

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 Following successful trials, officers are fielding increasing interest from food vendors seeking to operate on our Parks and Reserves for terms which are beyond the limits set by standard vendor permits. These food vendors would require a licence to occupy which needs to be approved by Council.

1.2 Rush Munro’s have applied for a licence to occupy the Havelock North Village Green for additional days and a term that exceeds the Reserve Act rules and therefore requires Council consent as well as a resource consent. This application needs to be considered now, on its own merits.

1.3 In addition, and driven by increasing interest, officers believe there are likely to be real benefits from developing a Commercial Activities on Parks and Reserves Policy that gives guidance to applicants as they navigate our processes. This may require a review of existing plans and processes to help promote appropriate commercial activities on our open space network, while, creating vibrant community spaces.

1.4 The purpose of this report is to:

a) obtain approval in principle to allow Rush Munro’s to operate for up to six days a week, for three years on the Village Green and to obtain delegated authority to the Chief Executive to grant a license to occupy to Rush Munro’s.

b) obtain direction from the Sub-committee on the proposal to commence drafting a Commercial Activities on Parks and Reserves Policy.

2.0 Recommendations - Ngā Tūtohunga

A) That the Civic Development Subcommittee receive the report titled Food Vendor Report - Rush Munro’s Licence to Occupy and Draft Commercial Activities Policy dated 8 October 2024.

B) That the Subcommittee delegate authority to the Chief Executive to grant licences to occupy to Rush Munro’s to operate on the Havelock North Village Green, for up to 6 days a week for up to 3 years, subject to receiving no objections to the public notification.

C) That the Subcommittee endorse the drafting of a Commercial Activities in Parks and Reserves Policy.

3.0 Background – Te Horopaki

3.1 Over the past year, there has been growing interest from food vendors wishing to operate on our Parks and Reserves in varying capacities. Some vendors seek to operate for short term periods such as 1-3 days or during events while others wish to have longer use during busier periods.

3.2 The Hastings District Wide Reserves Management Plan and Reserves Act allows Council to permit a range of commercial activities with limitations on the type of activity and the number of days they can operate.

3.3 Sections 5.3.30 and 5.3.31 of the District Wide Reserve Management Plan allows food vendors to operate for up to 3 consecutive days, 6 times during a calendar year before they require a licence. This does not apply to food vendors with seasonal sports permits. In recent years the Waipātiki Beach Holiday Park was granted a trial licence to occupy a portion of beach during the summer of 2020/21 to operate a mobile van selling pre-packaged ice blocks and non-alcoholic drinks. The trial was successful, and the Council subsequently granted a longer-term temporary licence.

3.4 Similarly, Rush Munro’s was granted a trial licence to occupy the Havelock North Village Green during the summer of 2022/23 to sell ice-cream. A limited vending period gave officers the opportunity to assess the suitability of a food vendor on this popular reserve. This trial was interrupted by Cyclone Gabrielle, leading to an extension through the summer of 2023/24. As part of their application, Rush Munro’s was requested to liaise with the Havelock North Business Association in order to ensure there were no conflicts. Both these initial trials were successful, with Council receiving no complaints from the community.

3.5 Firstly, this report seeks Council approval to Rush Munro’s for a longer-term licence to operate on the Havelock North Village Green.

3.6 In response to the growing interest shown by other vendors to operate for longer periods on Council’s open space network, officers are also signalling the intention to formulate a draft Parks and Reserves Commercial Activities Policy to provide a more up to date set of guidelines and operating terms that encourage appropriate commercial activities that benefit park users while gaining additional revenue.

4.0 Discussion – Te Matapakitanga

Rush Munro’s – request for long term licence to operate a food stall on the Havelock North Village Green

4.1 Rush Munro’s have successfully operated on the Havelock North Village Green for the last two summer seasons. They now seek approval to operate on the site up to six days a week, all year round for the next three years.

4.2 In order to meet the requirements of the of Reserves Act 1977, to operate for this extended period, their application needs Council’s consent. In addition, their proposal should be publicly notified to ensure the wider community is comfortable with the proposal to operate a commercial activity on a reserve.

4.3 While the current licence has Havelock North Business Association support, their support for the new proposal with an extended operating range will also be requested.

4.4 Should there be submissions in opposition, officers will report back to Council for a final decision. Should the notification draw no submissions, or only those in support, officers suggest that this report should include provision for the Chief Executive to be granted authority to approve the application for an extended three-year licence to occupy.

4.5 If successful, this would see Rush Munro’s operating in time for the 2024 Christmas season. The licence would include Council’s standard terms and conditions including site safety, refuse management and charges as set out by the adopted fees and charges. As there are other large scale events that annually utilise the whole site, the applicant will also be required to not operate where there are clashes, unless a mutually agreed arrangement can be reached.

4.6 In addition, the current District Plan rules also require Rush Munro’s to obtain a resource consent to enable them to operate outside the current licensing limits. Rush Munro’s are aware of the requirements and that they are liable for the processing costs.

4.7 This report seeks Council approval in principle to allow Rush Munro’s to operate on the Havelock North Village Green for up to six days a week, all year round for a period of three years, bearing in mind they fully utilise all the days available. With the Subcommittee’s approval, the application will be publicly notified and the feedback reported back. The applicant will also apply for a resource consent at the same time. In order to speed up the process, officers also request that should there be no submissions in opposition to the proposal, that the Chief Executive be delegated authority to approve the licence to occupy.

Proposed Draft Parks and Reserves Commercial

4.8 In response to the growing desire by various vendors to operate for periods longer than those permitted by the Hastings District Wide Reserve Management Plan and the Reserves Act and a desire to make our consenting process more enabling, officers also seek Council’s direction on the drafting of a proposed Parks and Reserves Commercial Activities Policy.

4.9 As there is a level of growing interest in those seeking opportunities to operate commercial activities on our parks, it seems timely to provide a more up to date set of guidelines and operating conditions that give guidance to applicants while encouraging the granting of longer-term licences for appropriate commercial activities that benefit park users while gaining additional revenue for Council.

4.10 It is envisaged that the draft policy would identify those reserves that could accommodate additional long term commercial activities as well as appropriate activities that could be considered.

4.11 Any vendor to be considered under this proposed policy will be subject to conditions that they will be responsible for such things as refuse, cleanliness, compliance, appropriateness in the environment (hours, design of their facility, operating hours etc.) and liaising with affected parties (I.e. relevant Business Associations).

4.12 As part of the drafting process and to ensure fairness, it is proposed to invite expressions of interest from a wide range of food vendors interested in operating on Council parks and reserves. This will help ensure multiple operators are given the opportunity to promote their offerings. The presence of food vendors on our parks and reserves can complement park use while aligning with the District Wide Reserve Management Plan and the Reserves Act 1977. Their presence encourages longer stays and increased park activity. It is also noted that, with increased commercial activities, Council will have the opportunity to generate revenue from these activities to help support area wide parks activities.

4.13 The current rules for commercial activities on Council’s open space network are not easy to navigate and arguably no longer fit for purpose if we are actively encouraging outdoor recreation and park use. It is likely that some amendments to the District Wide Reserves Management Plan may need to considered should Council want to create a more enabling community centred open space regime.

4.14 Assuming Council is supportive of the proposed Commercial Activities Policy, officers would commence drafting and initial consultation with interested vendors and key stakeholders. This would be followed by wider public consultation before bringing a draft document back to Council for consideration. It is likely this process will take 6 to 12 months, given other priorities.

4.15 Attachment 1 is an example of a Commercial Trading in Public Places Policy from New Plymouth District Council.

5.0 Options – Ngā Kōwhiringa

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

a) That the Subcommittee approve in principle the application of Rush Munro’s to sell ice cream on the Havelock North Village Green, subject to conditions, and

b) The Subcommittee endorses officers drafting a Commercial Activities on Parks and Reserve Policy.

5.1 By adopting Option 1, Council would be committing to two actions. Firstly, it would be approving in principle the granting to Rush Munro’s a licence to sell ice-cream on the Village Green six days a week for a three-year term, subject to them obtaining a resource consent and the public notification of the proposal. Should the notification draw no submissions, the Subcommittee also delegates authority to the Chief Executive to grant the licence to occupy.

Advantages

Rush Munro’s application

· That the granting of an approval in principle to Rush Munro’s application will potentially speed up the consenting process to enable the certainty of a longer-term operating licence

· By delegating authority to the Chief Executive to enter a licence to occupy should public notification not draw any opposition will speed up the approval process.

· That the Reserves Act and District Plan process will ensure that the appropriate use of a public space is public interest is achieved.

· A successful food vendor can operate more frequently on the Village Green.

Draft Commercial Activities on Parks and Reserve Policy

· By endorsing the drafting of a new commercial activities policy, Council will create a more streamlined process that will encourage and enable easier access for commercial activities that support the improved use of Council’s open spaces.

Disadvantages

· There is potential for some to perceive that Rush Munro’s have obtained a competitive advantage over other food vendors.

· The drafting of a new Policy will take additional staff resource that might be deployed elsewhere.

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

5.2 Remain with the status quo, where a) individual applications for licences to occupy will have to be granted through a case-by-case report to Council and b) the proposed draft policy would not be progressed

Advantages

· Staff time saved by not advancing the drafting of the commercial policy.

Disadvantages

· By not considering ways of improving the current process and rules remain restrictive and complicated to vendors that can potentially provide additional value to reserve users.

6.0 Next steps – Te Anga Whakamua

6.1 If Option 1 is adopted, officers will notify Rush Munro’s application for extended operating hours on the Village Green. If no submissions are received and there are successful in gaining the required resource consent, the Chief Executive can give final consent under delegated authority.

6.2 In addition, Council will also be authorising officers to commence the drafting of a policy to help guide those seeking to undertake commercial activities on Council’s reserves. It is envisaged that the new policy will provide easy guidance to applicants and may also incorporate other changes to the Districtwide Reserve Management Plan to streamline processes and encourage better services on our open space network.

Attachments:

1 ⇩

NPDC Policy

CG-17-14-00340

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 use of reserves for the wellbeing of communities in the present and for the future.

Māori Impact Statement - Te Tauākī Kaupapa Māori

The impact on Mana Whenua is low.

Sustainability - Te Toitūtanga

Financial considerations - Ngā Whakaarohanga Ahumoni

Council will receive a revenue stream from these vendors operating on our parks and reserves.

Significance and Engagement - Te Hiranga me te Tūhonotanga

Low. Officers will publicly advertise and seek expressions of interest.

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

Consultation will be undertaken with relevant Business Associations when assessing expressions of interest for their appropriateness in the park and community.

Risks

Opportunity: Increased Park usage and benefits and revenue gain from the licence to occupy.

REWARD – Te Utu

RISK – Te Tūraru

Reserve users’ enjoyment.

Revenue gained from food vendors.

There are no significant risks.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

Rural reserves are included in this proposal, officers will liaise with the Rural Community Board if any expression of interest are received for rural reserves.

Tuesday, 8 October 2024

Te Hui o Te Kaunihera ā-Rohe o Heretaunga

Hastings District Council: Civic Development Subcommittee Meeting

Te Rārangi Take
Report to Civic Development Subcommittee

Nā:

From:

Jim Mestyanek, Bridge Recovery & Structural Assets Manager

Te Take:

Subject:

Bridge Repair and Rebuild Optimisation Strategy

1.0 Executive Summary – Te Kaupapa Me Te Whakarāpopototanga

1.1 The purpose of this report is to seek endorsement from the Civic Development Subcommittee for optimising the procurement of the remaining bridge repair and rebuild sites damaged by Cyclone Gabrielle.

1.2 The recommended approach complements, rather than replaces, the Council-wide procurement strategy and the previously adopted Cyclone Gabrielle Recovery Procurement Strategy.

1.3 It serves as a specific response to the pipeline of bridge repair and rebuild work over the coming years, aligning with the broader organisational strategy.

1.4 The key objectives of the optimisation strategy is to:

· Create economies of scale by grouping similar sites together

· Gain efficiencies and reduce costs through streamlining procurement.

· Create and encourage a competitive market that maintains strong procurement practices and promotes social outcomes by appropriately packaging work to match market capacity and capability.

· Create pipelines of work to suppliers that is sustainable.

· Enable rapid delivery of the repairs and rebuilds required to regain the level of service to transportation network.

1.5 The Crown Infrastructure Projects (CIP) and NZTA Emergency work category funds all projects identified under the bridge repair and rebuild programme.

1.6 Contract awards are not included in this report; they will be included later. The project/package will not be implemented unless the necessary financing is secured.

2.0 Recommendations - Ngā Tūtohunga

A) That Civic Development Subcommittee receive the report titled Bridge Repair and Rebuild Optimisation Strategy dated 8 October 2024.

B) That the Subcommittee endorse the recommended groupings and procurement approach for the remaining bridge repair and rebuild sites in the transport recovery programme.

3.0 Background – Te Horopaki

3.1 The Cyclone Gabrielle weather event on 14February 2023 caused widespread damage to Council’s transportation network.

3.2 Of the numerous permanent bridges and culverts washed away and damaged, over 100 bridges have been repaired and one major culvert has been reconstructed with a further three bridges currently undergoing construction.

3.3 The vast majority of remaining rebuild and repair sites are currently progressing to design stage while temporary access has been established, where necessary, to minimise disruption.

3.4 Council has a considerable programme of structural assets, along with roading works, to reinstate to regain the level of service the transport network had prior to Cyclone Gabrielle.

3.5 Currently the upcoming bridges and structures repair and rebuild programme consist of approximately 28 repair sites and 11 rebuild sites, with initial cost estimated at $237 million. This excludes the projects that are currently under construction such as Puketapu, Matapiro and Kereru Gorge sites.

3.6 The significant amount of repair and rebuilding work presents numerous challenges, but also offers opportunities to streamline procurement methods, ultimately leading to cost-effective solutions.

3.7 To gain the full potential of optimisation of the bridge repair and rebuild programme, the following approaches must work together seamlessly.

Funding background

3.8 Funding for the repair and rebuild work is achieved via two sources.

3.9 Firstly, through Crown Funding, allocated to Council through the National Resilience Plan – Regional transport (RTP package B and C) which was approved on 14th September 2023.

3.10 Second is through NZTA (currently subsidised 73%) funding through the emergency works category, which makes up the remainder of the programme. The remaining 27% of unsubsidised funding will be obtained through local share.

3.11 The NZTA funded works are funded in packages, tranche 1 ($15.6millon) is approved and remaining are progressing and CIP funding is approved.

3.12 Officers are working with both NZTA and CIP to secure the pending funding required.

3.13 With many repairs and rebuild projects requiring funding across Hawke’s Bay and upper North Island, funders, in particular NZTA, are expecting a “no frills” approach to the proposed projects.

Market background

3.14 Immediately following Cyclone Gabrielle, the East Coast civil construction industry was inundated with work, placing pressure on the local market’s capacity to deliver.

3.15 As the temporary access to the roading network was reestablished, limited larger scale construction works have come to the market.

3.16 With the scaling back of TREC works on state highways and a shortage of government-funded medium to large-scale projects being ready for construction, the market is becoming more competitive.

3.17 The construction work required in Council’s transport recovery programme can be separated in terms of complexity and spans across many different capabilities within the current market.

3.18 Given various capabilities and niches required to complete the works, the proposed projects are unlikely to saturate the market and will likely to promote competition.

3.19 The proposed procurement approach below bundles groups of works together where it is easier to match contractor capability with project complexity and appropriate procurement method.

3.20 Releasing a pipeline of work to the market is likely to be well-received by the construction industry, which is preparing to resource and gear up for the anticipated workload.

Procurement background

3.21 The programme of bridge work can be categorised in accordance with the complexity and scale of the work required.

3.22 The contractor capabilities required can be matched with required project skill levels, which in turn can be matched with existing mechanisms of procurement.

3.23 This can be visually represented as below:

3.24 The required work is broken down to four groups for procurement purposes as outlined below:

Group	Type of work	Design input	Complexity	Approx. Cost $
Group 1	Minor maintenance type activities	Low	Low	$410,000
Group 2	Low to medium civil and earth works	Low	Mid	$17 million
Group 3	Bridge and large structures Construction	High	High	$118 million
Group 4	Major project encompassing many specialist skills (Redclyffe)	Very High	Very High	$102 million

3.25 Group 1 work sites include sites such as Oho, Bridge Pā and Poporangi which require minor input and can be carried out with the skill level of the current engaged roading maintenance contractor.

3.26 Group 2 work sites consist of sites such as Kahika No.1 culvert, Patoka and McVicars culvert which require some civil and earth works. This can easily be undertaken by Council’s Contractors Supplier Panel that has already been established for the cyclone repair works.

3.27 Group 3 consists of mostly bridge rebuild works where design and specialist civil construction skills are required. This is well suited to the existing Class A prequalified bridge construction suppliers.

3.28 Group 4 consists of only the Redclyffe bridge project which encompasses road realignments and a large bridge rebuild which require specialist design and construction skills. This type of work requires participation of major construction companies who may sit outside of the existing prequalification list. Hence, open tender is recommended for this project.

3.29 A comprehensive list of the Groups 1 - 4 with the identified repair and rebuild sites has been attached to this report as attachment 1.

3.30 Each group consists of packages of work bundled together due to either locality of the sites or similar construction methods.

3.31 An extra package is introduced for Group 2 sites (Pack 2.4 in the attachment 1) which is used as a holding area for the Group 2 sites which may not have funding approved at the time of package being awarded.

4.0 Discussion – Te Matapakitanga

4.1 There are many benefits to optimising the procurement approach as recommended in this report.

4.2 However, the execution of this approach requires many of the ancillary professional services such as land acquisition, iwi/mana whenua engagement, service relocations to be undertaken at a network level as well as site specifically.

4.3 Undertaking procurement in the suggested approach has the potential to simplify and streamline many aspects of procurement.

4.4 Groups 1 and 2 are utilising established mechanisms of procurement hence expediting construction on these sites.

4.5 For Group 2, where the already-established Contractors Panel will be used, the existing tender conditions such as requesting quotes and capability statements will be adhered to prior to awarding any packages of work. This ensures competitive pricing and quality of workmanship is achieved.

4.6 Groups 1 and 2 can also be executed under current delegations provided to Transportation Manager, Group Manager and Chief Executive under the Cyclone Gabrielle Recovery Procurement Strategy approved by the Strategy and Recovery Committee on 5December 2023.

4.7 Group 3 has the highest potential for optimisation as the design of the structures can be adopted to be of similar nature. Packaging the work of similar nature together, ensures efficiencies in design, procurement and construction.

4.8 Procurement plans for each package of work in Group 3 will be presented to Council or Civic Development Subcommittee at a later stage which will outline the approach to market and social procurement aspects.

4.9 Group 4 (the Redclyffe bridge) cannot be bundled with any other project due to the scale and complexity of the project. It also requires many stages to be completed to secure funding at the appropriate scale. This project will follow its own procurement plan.

5.0 Options – Ngā Kōwhiringa

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

5.1 Endorse the recommended groupings and procurement approach for the remaining bridge repair and rebuild sites in the transport recovery programme.

Advantages

· Creating economies of scale for proposed projects.

· Utilise established methods of procuring without undue delays.

· Remove as much “red tape” as possible to expedite works.

· Create healthy market tension without overwhelming the market.

· Create a pipeline of work for the construction industry.

· Achieves cost effective solutions that meet the design criteria.

· Ancillary works can be streamlined to gain efficiencies.

Disadvantages

· Management of the multi-site contracts will be more complex.

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

5.2 Follow status quo procurement processes for the remaining bridge repair and rebuild sites on a project-by-project basis.

Advantages

· Create healthy market tension without overwhelming the market.

· Less time pressure on ancillary professional services.

Disadvantages

· Increased tendering costs per each site.

· Elongation of programme due to tendering requirements (will stretch the programme by several years).

· Will require additional management effort and associated costs.

· Fewer opportunities to create lasting social procurement outcomes due to smaller project size.

6.0 Next steps – Te Anga Whakamua

6.1 Proceed to implement the streamlined procurement of grouped work.

6.2 Procure Group 1 and 2 works through established mechanisms of maintenance contract and Contractors Panel as per the approved delegations.

6.3 Expedite ancillary professional services required to enable construction to occur seamlessly.

6.4 Continue to progress the procurement plan for Group 3 and 4 and present to Council/Civic Development Subcommittee to gain separate approval at a later date.

Attachments:

1 ⇩

Package Schedule

CG-17-14-00341

Summary of Considerations - He Whakarāpopoto Whakaarohanga

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

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

This proposal promotes the social and economic wellbeing of communities in the present and for the future. This is achieved by the development of local infrastructure which contributes to public health and safety, promotes growth, connects, and activates communities and helps to protect the natural environment by providing infrastructure which enables efficient movement of goods and people, safe walking and cycling facilities and is more resilience to hazards and shocks.

Māori Impact Statement - Te Tauākī Kaupapa Māori

The individual sites will be assessed for the need to undertake cultural impact assessments and will be executed for the necessary sites identified.

Sustainability - Te Toitūtanga

For Groups 1 and 2, certain amount of sustainability and social outcomes are built into the existing construction contracts.

Groups 3 & 4 will be assessed and have social procurement and other measures of sustainability detailed in their procurement plans presented to Council or Committee at a later date.

The proposed procurement approach lessens the burden and promote efficiencies in the delivery of the management and construction aspects of the rebuild.

Financial considerations - Ngā Whakaarohanga Ahumoni

The bridge repair and rebuild work is funded by CIP and NZTA.

The NZTA’s funding is locked at 73% Funding Assistance Rate and remaining 27% will be funded by the local share.

Undertaking procurement in the method mention will reduce the cost of management and will provide efficiencies for the construction.

Significance and Engagement - Te Hiranga me te Tūhonotanga

The Transport Recovery Work Programme has been well considered and traversed in the Long-Term Plan consultation process and the project team is committed to ongoing community engagement on this project.

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

Refer above.

Risks

Opportunity: Optimise the procurement approach for the remaining bridge repair and rebuild sites in the transport recovery programme.

REWARD – Te Utu

RISK – Te Tūraru

Cost effectiveness with sufficient price tension.

More efficient procurement with shorter timeframes for delivery.

Gives confidence to the construction industry for forward planning with recruitment.

Ancillary professional service work can be streamlined to gain efficiencies.

Management of multiple work sites under one contract is more complex, requiring greater level of contract management oversight.

Rural Community Board – Te Poari Tuawhenua-ā-Hapori

The Rural Community Board will be made aware of this procurement approach at the 9 December 2024 RCB meeting.

Te Rā Hui: Meeting date:	Tuesday, 8 October 2024
Te Wā: Time:	9.00am
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: Community Wellbeing & Services - Rebekah Dinwoodie

1.0	Apologies – Ngā Whakapāhatanga At the close of the agenda no apologies had been received. At the close of the agenda no requests for leave of absence had been received.
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 Civic Development Subcommittee Meeting held Tuesday 24 September 2024. (These minutes are still to be completed)
4.0	Food Vendor Report - Rush Munro’s Licence to Occupy and Draft Commercial Activities Policy	9
5.0	Bridge Repair and Rebuild Optimisation Strategy	31
6.0	Review of Civic Honours Awards Criteria	41
7.0	Minor Items – Ngā Take Iti
8.0	Urgent Items – Ngā Take Whakahihiri
9.0	Recommendation to Exclude the Public from Item 10	47
10.0	Ōmāhu Road Watermain Renewal Procurement Plan Approval and Delegation

Item 4 Food Vendor Report - Rush Munros Licence to Occupy and Draft Commercial Activities Policy
NPDC Policy	Attachment 1

Item 5 Bridge Repair and Rebuild Optimisation Strategy
Package Schedule	Attachment 1

Item 6 Review of Civic Honours Awards Criteria
Criteria for both Individuals and Groups/Organisations (updated April 2024)	Attachment 1