Agenda of Policy and Projects Committee meeting

Policy and Projects Committee meeting Minutes

1 March 2023

DRAFT

MINUTES OF Carterton District Council
Policy and Projects Committee meeting
HELD AT THE Carterton Events Centre, 50 Holloway St, Carterton
ON Wednesday, 1 March 2023 AT 9:00 am

PRESENT: Cr Steve Cretney (Chair), Cr Steve Gallon (Deputy Chair), Mayor Ron Mark (from 9.20 am), Deputy Mayor Dale Williams, Cr Brian Deller, Cr Robyn Cherry-Campbell, Cr Lou Newman, Cr Steve Laurence, Cr Grace Ayling

IN ATTENDANCE: Geoff Hamilton (Chief Executive), Solitaire Robertson (Planning and Regulatory Services Manager), Kelly Vatselias (Corporate Services Manager), Johannes Ferreira (Infrastructure Services Manager), Glenda Seville (Community Services and Facilities Manager), Elisa Brown (Communications and Engagement Manager), Marcus Anselm (Communications and Engagement Coordinator - via VC), Robyn Blue (Democratic Services Officer)

1 Karakia Timatanga

The meeting opened with a karakia by Cr S Cretney.

2 Apologies

MOVED

That apologies be received from Cr B Deller, Ra Smith (Hurunui-o-Rangi Marae representative), and Mayor R Mark for lateness.

Deputy Mayor D Williams / Cr S Gallon

CARRIED

3 Conflicts of Interests Declaration

There were no conflicts of interest declared.

4 Public Forum

There was no public forum.

5 Confirmation of the Minutes

5.1 Minutes of the Policy and Projects Committee Meeting held on 23 November 2022

MOVED

1. That the minutes of the Policy and Projects Committee Meeting held on 23 November 2022 are true and correct.

Cr G Ayling / Cr S Laurence

CARRIED

6 Reports

6.1 Ruamāhanga Roading Report for January 2023

1. Purpose

For the committee to be updated on roading activity in January 2023.

MOVED

That the Committee:

1. Receives the report.

Cr R Cherry-Campbell / Cr G Ayling

CARRIED

6.2 Major Capital Projects

1. Purpose

For the Committee to be updated on major infrastructure projects.

MOVED

That the Committee:

1. Receives the report.

Deputy Mayor D Williams / Cr L Newman

CARRIED

6.3 Resource Consent Update

1. Purpose

The purpose of this report is to update the Committee on the resource consents issued since the previous update.

MOVED

That the Committee:

1. Receives the report.

Cr R Cherry-Campbell / Deputy Mayor D Williams

CARRIED

6.4 Updated Wairarapa Library Service Policies

1. Purpose

For the Committee to note the amendments to two Wairarapa Library Service policies.

MOVED

That the Committee:

1. Notes the amendments to two Wairarapa Library Service policies – the Collection Development and Management Policy and the Customer Service Policy subject to correction of two typographical errors and that the policy will be reviewed in 5 years (not 2 years).

Cr S Laurence / Deputy Mayor D Williams

CARRIED

7 Karakia WhakamUtunga

The meeting closed with a karakia by Cr R Cherry-Campbell.

The meeting closed at 9.45 am

Minutes confirmed: ……………………………………

Date: ...................................................

Policy and Projects Committee meeting Agenda

19 April 2023

6 Reports

6.1 Three Waters Renewals

1. Purpose

For the Committee to be informed about the Three Water renewal priorities and the forward works programme.

2. Significance

The matters for decision in this report are considered to be of ‘minor to moderate’ significance under the Significance and Engagement Policy due the likely level of community interest. We are not proposing any change to the current level of service. Our view is that consultation is not required at this stage.

3. Discussion

3.1 Renewal Planning and Prioritisation

3.1.1 CDC Risk Management Framework

A key tool for the asset management of the water and wastewater network is the concept of Risk which is closely linked to Consequences and Likelihood of Failure.

Carterton District Council’s risk management framework (RMF: MagiQ 39355) has been incorporated into the planning and decision-making process for the renewals programme.

The motivation for incorporating the CDC risk management framework into the renewal planning is to:

· Provide a simple method and balanced approach for all staff to minimise exposure, loss and damage whilst realising opportunity and delivering improvement.

· Integrate risk management with governance and management arrangements embedded in major organisational and business processes, and clearly specify accountability.

· Align the Council’s risk management approach with the ISO 31000 Risk Management Standard.

· Provide a consistent language in the consideration of risk across all Council activities.

· The risk analysis makes a risk rating using the likelihood and consequence criteria and is considered in the context of existing controls.

Water Service assets also need to be assessed in relation its consequence and likelihood of failure which largely reflects its criticality, life expectancy, and the extent of deterioration that has occurred. Assets that exhibit both high consequence, and high likelihood of failure carry the highest risk of calamitous failure and has been the primary focus for asset management.

3.1.2 Asset Criticality (Consequence)

Critical assets have been defined as an asset where failure could have significant consequences, either in the ability of the system to provide services to customers or the effect on the environment. Criticality is a key component in risk management and has been considered to be synonymous with Consequence.

Assets with a High Criticality have significant consequences of failure, and these can include death and injury, property damage, environmental damage, severe economic impacts, and damage to other lifeline utilities such as roading, power etc.

Assets with a Low Criticality can also fail, but the consequences of failure are largely limited to minor disruption, easily repairable damage and inconvenience which would be considered to be within the acceptable ‘Level of Service’ for the asset. Between these two extremes lie a range of intermediate criticalities and their associated assets.

In identifying the consequences of a risk or asset criticality, there may be several categories which apply. The category with the highest rated impact is deemed to be the governing category of consequence for the risk.

3.1.3 Asset Condition and Performance (Likelihood)

Likelihood of failure of an asset has been derived from its current known condition and performance of the asset.

Condition and Performance reflect the likelihood of failure ranging from Unanticipated to Moderate. The purpose of this approach is to provide a council-wide, consistent approach to identifying where each asset falls on this continuum.

The Condition of asset refers to its structural integrity and performance refers to the ability of the asset to meet the level of service.

Asset Condition data has been derived from:

· Proactive Surveys e.g. CCTV Investigations, visual inspection of mains, field condition surveys

· Materials investigations, sampling, and testing

· Desktop investigations

Performance assessment data has been derived from:

· Reviewing Service Records for reactive incidents for e.g. pipe bursts, service leaks etc.

· Measures against service standards and hydraulic modelling (where available)

3.1.4 Risk Analysis

The various combinations of consequence and likelihood are ranked into three categories (P1, P2 and P3) and has been used in the prioritisation processes when developing the renewal programme and allocating financial resources.

Medium - Low Priority Renewals 2 and P3

Low Criticality Monitoring/
Sampling High Criticality Monitoring/
Specific Inspections High Criticality Renewals P1

By definition, assets with a high consequences of failure, and hence high criticality, lie at the right-hand end of the matrix and can creep into the ‘Not Acceptable’ red zone if the Likelihood of Occurrence is too high. A newly constructed asset will typically start life with a low likelihood of failure reflecting its ‘as new’ condition and this will apply irrespective of its Criticality. As it ages and deteriorates the likelihood of failure will gradually increase and the asset will gradually move up the matrix. This is an important point as it illustrates that the risk associated with an asset is not static but will vary over time to reflect its gradually deteriorating condition.

Other points to note are that low criticality assets can still be low risk (and associated low profile management approach) even if the likelihood of failure is high i.e. the top left corner of the matrix. These assets fail and are repaired, and if these assets fail too often they are renewed.

There is expected to be a routine response maintenance and renewal capability for the asset owner. Assets could end up in the top right of the matrix i.e. high criticality and high likelihood of failure. Apart from illustrating that the asset management system has failed by allowing this situation to arise, it should cause the asset owner to question why it has assets that could get to that situation. Consideration should be given to finding an alternative, lower risk means of delivering the service, duplicating the asset, etc.

3.2 Forward works programme

CDC’s renewal strategy is, in general, to rehabilitate or replace assets when justified by:

· Risk: The risk of failure

· Economics: Renewals are programmed with the objective of achieving:

o the lowest life-cycle cost for the asset (the point at which it is uneconomic to continue repairing the asset), and

o a sustainable long-term cash flow by smoothing spikes and troughs in the renewals programmes based on the estimated economic lives of asset groups, and

o efficiencies, by co-ordinating renewal works with capacity upgrade work or other planned works in the area.

Secondary considerations are:

· Efficiencies

From time to time there will be opportunities to align sections of work to achieve efficiencies. Typically, this will be when we can deliver both potable water and wastewater under the same traffic management setup which will result in a significant saving.

· Affordability

The forward works programme needs to align with the Long Term Plan. If the budgets are not sufficient to deliver a priority it can either be delivered in sections (if practical), or deferred until the budget is available.

Based on the above, the following areas on pages 6-11 have been identified for water and wastewater network priorities.

Wastewater Priority 1 – Lincoln Road - Belvedere Road to Victoria Street
Length	600m
Existing Pipe	Concrete
Properties Serviced (Approx.)	300
Condition	Poor
Performance	Poor
Consequences of risk of pipe failure;
Financial	Moderate
Regulatory	Low
Infrastructure Services	Significant
Employees	Low
Image & Reputation	Moderate
Likelihood	Rare
Risk	Moderate
Estimated Capital Cost associated with renewal	$850,000
Wastewater Priority 2 – Taverner Street
Length	530m
Existing Pipe	Earthenware
Properties Serviced (Approx.)	200
Condition	Poor
Performance	Poor
Consequences of risk of pipe failure;
Financial	Moderate
Regulatory	Low
Infrastructure Services	Moderate
Employees	Low
Image & Reputation	Moderate
Likelihood	Rare
Risk	Moderate
Estimated Capital Cost associated with renewal	$750,000

Wastewater Priority 3 – Brooklyn Road
Length	900m
Existing Pipe	Concrete
Properties Serviced (Approx.)	150 (Including Ashmore Park Retirement Village)
Condition	Poor
Performance	Poor
Consequences of risk of pipe failure;
Financial	Moderate
Regulatory	Low
Infrastructure Services	Significant
Employees	Low
Image & Reputation	Moderate
Likelihood	Rare
Risk	Moderate
Estimated Capital Cost associated with renewal	$1,600,000
Potable Water Priority 1 – Brooklyn Road
Length	940m
Existing Pipe	Asbestos Cement
Properties Serviced (Approx.)	150 (including Ashmore Park Retirement village)
Condition	Poor (based on Age; material testing recommended)
Performance	Average
Consequences of risk of pipe failure;
Financial	Moderate
Regulatory	Low
Infrastructure Services	High (4)
Employees	Low
Image & Reputation	Moderate
Likelihood	Rare
Risk	High
Estimated Capital Cost associated with renewal	$900,000

Potable Water Priority 2 – High Street
Length	2850m (2.8km)
Existing Pipe	Asbestos Cement
Properties Serviced (Approx.)	700
Condition	Poor
Performance	Poor (based on Age; material testing recommended)
Consequences of risk of pipe failure;
Financial	Moderate
Regulatory	Low
Infrastructure Services	High
Employees	Low
Image & Reputation	Significant (3)
Likelihood	Rare
Risk	High
Estimated Capital Cost associated with renewal	$2,650,000
Potable Water Priority 3 – Chester Road
Length	3400m (3.4km)
Existing Pipe	Cast Iron
Properties Serviced (Approx.)	22
Condition	Poor (based on Age; material testing recommended)
Performance	Poor
Consequences of risk of pipe failure
Financial	Moderate
Regulatory	Low
Infrastructure Services	Moderate
Employees	Low
Image & Reputation	Significant (3)
Likelihood	Moderate
Risk	High
Estimated Capital Cost associated with renewal	$1,560,000

Policy and Projects Committee meeting Agenda

19 April 2023

3.3 Chester Road potable Water pipe replacement – review

The Infrastructure Services Team has reviewed the proposed water main renewal due to the significant difference between the original estimated cost presented to Council on 24 June 2020 and the current estimated cost to complete the work.

3.3.1 Previous Cost Estimate

The cost estimates used in the Long Term Plan were based on the estimates received from the following sources:

a. Estimate for Carterton Water Main Trunk Main Renewal 2018 Chester Road – Higgins, 2018

b. Rough Order Cost Estimate - Opus Consultants, 2018 (Assumed)

c. CDC Staff cost estimate (2018) using actual construction rate from High Street rider main installation project.

	Higgins, 2018	Opus, 2018	CDC, 2018	CDC, 2023
Section 1 – 51-160 Chester Road (1km)	-	$225,000	$171,000	$450,000
Section 2 – 160-386 Chester Road (2.1km)	$378,000	$255,000	$350,000	$950,000
Unit Rate ($/m)	$180	$145	$155	$450

Table 1 - Summary of estimates

3.3.2 Scope of works

The length of renewal has not changed since project inception. The total length of renewal is approximately 3.1km and was previously divided into two sections as stated below:

i. Nos. 51 – 160 Chester Road = 1km (14 service connections)

ii. Nos. 160 – 386 Chester Road = 2.1km (6 service connections)

Section 1 Section 2

3.3.3 Factors influencing the significant difference in estimates

1. Contract specifications and design (Quality) – The 2023 estimates are based on well-defined and compliant specifications. The original estimates did not relate to any contract specifications and therefore it is unknown if any contractual omissions were made.

2. Rates – 2023 rates are derived from a competitive tender which is direct indication of current market rates.

3. Material and resources - Over the last 12 months, material supply costs have risen from 5% to 40% depending on the material, and most suppliers expect prices to continue to rise into 2023. The average material cost increase is roughly 65% for a 63mm diameter plastic pipe ($6.25/m in 2020 vs $10/m in 2023).

4. The supply chain market generally mirrors the national trend of material price increases. The main factors influencing costs and the drivers behind material prices increased include the following, but not limited to:

· Major labour shortages in many centres around New Zealand for manufactured products such as pipes.

· Supply shortages

· Higher shipping and transport costs due to rising fuel prices and demand on drivers.

· Higher demand or material as the country recovers from COVID impacts worldwide and industries return to original levels of demand (if not greater).

3.3.4 Review Conclusion

The Infrastructure Services Team will consider and explore different options to deliver the desired level of service and ensure that accurate budgets are considered as part of the Long Term Plan process.

4. NEXT STEPS

The Infrastructure Services team will deliver the Three Water renewal priorities in accordance with approved LTP budgets.

5. CONSIDERATIONS

5.1 Climate change

This decisions in this report do not have any climate change implications.

5.2 Tāngata whenua

The decisions in this report are of interest to all members of our community, including iwi and hapū. However, there are no particular areas of interest or concern contained within this report that require specific community, iwi or hapū input.

5.3 Financial impact

As discussed in this report the forward works programme needs to align with the Long Term Plan. The Infrastructure Services Team will consider and explore different options to deliver the desired level of service and ensure that accurate budgets are considered as part of the Long Term Plan process.

If the budgets are not sufficient to deliver a priority it can either be delivered in sections (if practical), or deferred until the budget is available.

5.4 Community Engagement requirements

CDC is not proposing any change to the current level of service. Our view is that consultation is not required at this stage.

5.5 Risks

This report contains no specific or identified risks which would require further attention or action.

6. Recommendation

That the Committee:

1. Receives the report.

2. Agrees to the proposed priorities as outlined in this report:

Wastewater

Priority 1– Lincoln Road - Belvedere Road to Victoria Street
Priority 2– Taverner Street
Priority 3 – Brooklyn Road

Potable Water

Priority 1– Brooklyn Road
Priority 2 – High Street
Priority 3 – Chester Road

File Number: 331887

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

19 April 2023

6.2 Alternative Water Source Investigation

1. Purpose

For the Committee to be informed of the outcome of the Alternative Water Source Investigation and proposed next steps.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The Carterton district is currently experiencing growth which is predicted to continue. This growth will mean increased demand on infrastructure such as the Carterton water supply. CDC engaged WSP to conduct an Alternative Water Source Investigation to understand the current and projected future demand on the water supply and options that can be implemented to increase the reliability and resilience of this supply.

The key objective of the investigation was to develop a robust water supply resilience strategy for Carterton that allows for growth and accommodates seasonal fluctuations in water availability and demand in a climate-changed future.

We adopted a three-stage approach to this analysis:

• Stage 1: Data and Information Review

• Stage 2: Initial Multi Criteria Analysis (MCA)

• Stage 3: Concept Designs and Detailed MCA

Stage 1: Data and Information Review

In Stage 1 we obtained and analysed available information about the current water supply, available water resources in the area, as well as current and future water demand estimates. The current water supply in Carterton is comprised of a surface water take from the Kaipaitangata Stream and a groundwater supply from a bore field that runs along Frederick Street and Lincoln Road in Carterton. A range of studies have been carried out that analyse the current and future projected water supply demand in Carterton. WSP used these studies as well as abstraction data provided by CDC to characterise the water demand. The analysis showed that a higher proportion of the water supply comes from groundwater than surface water, with groundwater making up 62% - 86% of the supply. This is because the Kaipaitangata water treatment plant is not capable of treating water with elevated turbidity, which occurs after rainfall. WSP also created suitability maps in GIS to identify the most favourable areas to be considered for additional groundwater and surface water takes for Carterton. We considered factors such as the available water allocation, distance from the reticulated network, proximity to land and water discharge sites, flood risk, contaminated sites and the location of active faults in our suitability maps. The surface water suitability map showed that the Kaipaitangata surface water intake is in the most suitable area for a surface water take for Carterton.

Stage 2: Initial Multi Criteria Analysis (MCA)

We carried out the initial MCA in Stage 2 of the project, which compared six short listed water supply options. We used a range of indictors that were grouped into four main themes: environmental, social, technical, and economic, with different weightings for the indicators depending on their relative importance. The options considered for augmenting the Carterton water supply are outlined below and include both water source and water storage options. We also included two water management options which could be used in conjunction with the selected water supply option:

Water Source options:

1. Surface water take (direct take)

2. Wells connected to surface water take (Category A)

3. Groundwater take

4. Connecting to a neighbouring water supply

Water Storage options:

5. Surface water high flow harvesting and offline storage

6. Reservoir/ dam in surface water (inline storage)

7. Surface water and groundwater take and Managed Aquifer Recharge (MAR)

8. Surface water take and offline storage

Water management options:

9. Water efficiency and demand management

10. Upgrade of the current treatment plant and infrastructure

Our initial MCA found that connecting to a neighbouring water supply option scored the highest, followed by upgrading the existing infrastructure.

Stage 3: Concept Designs and Detailed MCA

During Stage 3 of the project, we refined the final list to four options:

1. Upgrading current treatment and infrastructure

2. Surface water take

3. Groundwater take

4. Connecting to a neighbouring water supply

WSP prepared a concept design, high level cost estimate and a high-level planning assessment for each of these options during Stage 3.

4. Discussion

From the Alternative Water Source Investigation, we can conclude the following:

1. There are viable options for an alternative water source should our demand exceed supply.

2. From the MCA, we know that any change in the macro environment will influence the determination of the preferred option.

3. Under the current conditions, we have sufficient water supply for future demand (2043).

5. Options

We propose to pause all work related to the development and implementation of an alternative water source. If our macro environment changes and it is determined that we need an alternative source, the options in the report can be reviewed and progressed accordingly.

Even though we have identified that we have sufficient water supply for the anticipated demand in the current macro environment, it is critical that we ensure the security of our current supply and infrastructure.

6. NEXT STEPS

1. Stop further development and implementation of an alternative water source.

2. Renew the resource consent for the Kaipaitangata Water Treatment Plant.

3. Manage efficiencies through the maintenance and renewal programme.

4. Demand management initiatives – CDC’s demand has been modelled to become more than 60% higher than the national average.

7. CONSIDERATIONS

1. Climate change

The decision in this report does not relate to climate change migration or adaptation issues. However, climate change has been considered as part of the investigation.

2. Tāngata whenua

The decision for renewal of the resource consent and, in particular, further development of an alternative water source will be of interest to Māori. Māori will be consulted as part of the application development process.

3. Financial impact

By pausing the project there will be a financial saving of $111,774 in capital this financial year. It is recommended that the saving be carried forward to help fund the resource consent renewal due over the next two years.

There is a further financial benefit achieved with the removal of the alternative water source implementation project in 2027/28 of the Long-Term Plan. Pausing this project will result in a reduction in forecast capital expenditure of $8.75m.

4. Community Engagement requirements

The decision in this report does not require community engagement.

5. Risks

The status of the current resource consent for the Kaipaitangata water treatment plant is a risk that will be mitigated by progressing the renewal of the consent.

8. Recommendation

That the Committee:

1. Receives the report.

2. Agrees to carry forward surplus project budget of approximately $111,774 to 2023/24 to help fund the renewal of the Kaipaitangata resource consent.

File Number: 331319

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: 1. Project scope - Kaipaitangata Consent renewal ⇩

2. WSP- Alternative Water source investigation ⇩

Policy and Projects Committee meeting Agenda

19 April 2023

Policy and Projects Committee meeting Agenda

19 April 2023

6.3 Ruamahanga Roads and Corridor Access

1. Purpose

For the Committee to be updated on Ruamahanga Roads and Corridor Access activities.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The report relates to activities in March 2023

4. Discussion

4.1 Total Expenditure to date and Forecast

Opex Expenditure was spent 47 % to date and Capex Expenditure was spent 44 % to date

4.2 Operational expenditure

Opex expenditure reports below are set against the Waka Kotahi budget allocations, which are approved for the financial year 2022/2023. This equates to 47% of the budget spent to date. All the routine maintenance activities will be completed oncoming months and we look forward to spending the allocated money for all the activities outlined in the Operational budget

Sealed Road pavement maintenance

Sealed Road pavement maintenance was 53% spent in relation to the Waka Kotahi NZTA budget allocation.

Reseal list for the 2023/2024 period was finalised and the pre-seal repairs for periods 23/24 were programmed in the RAMM. We started pre-seal repairs for the 23/24 period and major sites are programmed for the coming months.

In the March Programme, we fixed 30 potholes in our network and repaired three edge breaks on Hughes Line (the maintenance activities on Hughes Line were increased due to the increased amount of traffic from the SH2 project). We inspected 127km of sealed roads in the network, and all roads that we inspected were programmed based on the routine maintenance inspection category. However, we added additional roads on the east coast to our inspection list due to the past Cyclone Hale and Gabrielle events. The depression of 5m2 on Westmere Road was filled as part of the reseal programme.

Unsealed road maintenance

Unsealed road maintenance was 86% spent in relation to Waka Kotahi NZTA budgets and is on track for full spending.

We graded 108km of unsealed road. Increased logging traffic and cyclone events caused a major impact on our network. Te Wharua Road, Cameron’s Road, Flat Point Road, Perrys Road, Glenburn Road, and Clifton Grove Road were among the major roads that we graded.

We inspected 32km of unsealed roads during the month of February. The major roads inspected were Tea Creek Road, Richmond Road, Perrys Road, Blakes Road, Marshall Road, Johnson Road, Flatpoint Road, and Craigie Lea Road. During the unsealed inspection most of the defects in the unsealed roads were identified and we have increased our focus on quality control, and we are seeing an improvement in the network.

Drainage maintenance

Drainage Maintenance was 44% spent in relation to Waka Kotahi NZTA budgets. Culverts, water tables, and sumps are continuing to be inspected and asset data is updated throughout the rural network along with side drain cleaning where necessary. Berm removal will be part of the drainage maintenance program and we are planning to include more areas in the network oncoming months. Mechanical street sweeping is being carried out on a cyclic basis. We inspected a total of 67 culverts on Park Road, Carrington Drive, Jordan Road, Blake’s Road, Lincoln Road, and Perrys Road. We swept 35 km of local roads in the CDC network; which was on the four-month sweeping category that was programmed on March 2023. 9 sumps on Moreton Road, Philip Street, Memorial Square, Beach Road, Brooklyn Road, Main Road urban South, Nunu Drive, and Pembroke Street were unblocked and cleaned.

Structure’s maintenance

The structure’s maintenance was 71 % spent in relation to Waka Kotahi NZTA budgets, and even though the budget is small, works including bridge inspections are being completed along with minor works on bridges and retaining walls.

We inspected 12 bridges on Gladstone Road, Te Whiti Road, Kokotau Road, Lincoln Road, Mangatarere Valley Road, Mannings Road, and Parkers Road bridges as part of the routine inspection. We also installed the rip-rap rock on the Mangatarere Valley Road ford to ensure the GWC requirement of the fish passage in the stream.

8 Bridges are scheduled for detailed inspection and 26 for general inspections by WSP.

Before After

Environmental maintenance

Environmental Maintenance was 56% spent in relation to Waka Kotahi NZTA budgets. Works including vegetation control for the berms and surface water channel, clearing the debris, dumped waste, etc.

In March we managed to do the high cut on CraigeLea Road and Te Wharau Road and attended to one fallen tree on Connolly’s Line. We cleared the rubbish detritus on Carters Line and Para Road as well.

Traffic services Maintenance

Traffic services were 16% spent in relation to Waka Kotahi NZTA budgets. The annual road marking is programmed for May and equates to 75% of the budget spent.

Sign inspection and asset data updating is continuing every month and minor streetlight maintenance is continuing.

In March we inspected the 61 signs on Glenburn Road. The conditions of the signs were updated in the database. One sign was replaced on Pembroke Street following an accident. Eight signposts that were leaning were reinstated on Kokotau Road, Pembroke Road, Hughes Line, and Dixon Street. Two signs were reattached to the signpost on Te Awa Road and Kokotau Road. All the activities including the asset condition were updated in the RAMM database.

Pembroke Street – Before Pembroke Street - After

Footpath maintenance

Footpath maintenance was 74 % spent in relation to the Waka Kotahi budget allocations. In February we didn’t undertake any work on Footpath maintenance.

We already spent a major percentage of the footpath maintenance budget during September 2022, and have only 26% budget left for this financial year, which will be spent in the coming months.

4.3 Capital Expenditure

Capital expenditure is 44% spent. Major works such as resealing of roads were completed in March 2023 and the footpath renewal will be completed before June 2023.

Unsealed Road Metaling

Unsealed Road Metaling was 35% spent in relation to the Waka Kotahi NZTA budget allocation. Heavy application of aggregate is programmed through April/May/June when conditions were more suited to the supply and placing of layers on unsealed roads.

In March no metalling was programmed due to the forecasted dry conditions and we liaised with Fulton Hogan to add the list of roads in the May-June period.

Sealed road resurfacing

Sealed road resurfacing is at 100% spent in relation to the Waka Kotahi NZTA budget allocation. In March we resealed 5.7 km of Moreton Road, Carters Liner, Chester Road, Cornwall Road, Lincoln Road, Madison Street, Westmere Road, and Marshall Road.

To date we have completed a total of 10.3km on the following roads:

Road RP Coordinate

Armstrong Avenue 580-739

Johnsons Road 0 - 533

East Taratahi Road 4920-5350

Haringa Road 1320 – 2552

Tiffin Road 2084-3200

Te Wharau Road 11840-12313

Te Wharau Road 20-260

Te Wharau Road 610-1070

Moreton Road 772- 1720

Carters Line 4076-7566

Westmere Road 1680-1999

Madison Street 0-83

Lincoln Road 341-592

Cornwall Road 4900-5420

Chester Road 4273-4407

Drainage renewals

Drainage Renewals were 67% spent in relation to the Waka Kotahi NZTA budget allocation.

Even though no drainage renewal work was scheduled for March, many drainage assets has been renewed through the emergency works.

Pavement rehabilitation

Pavement rehabilitation was 9 % spent in relation to the Waka Kotahi NZTA budget allocation.

A major rehabilitation job is programmed for April 2023 for Wilton’s Road from RP 781 to 2397; 8726.4 m² area. The estimated cost for the job is 250k, which we will spend before the financial year. In March, no job was programmed for Pavement rehabilitation.

Traffic service renewal

Traffic Service Renewal is at 48% spend in relation to Waka Kotahi NZTA budget allocation. Signs, signposts, and railings are inspected on a routine basis and are upgraded as and when required.

In March, we upgraded edge marker posts on the eight locations on Kaiwhata Road and Driscoll Road and replaced five signs on Hughes Line, and reinstated three signs on Para Road, Chester Road, and Mannings Road due to an accident. The two signs that were in poor condition on Hururua Road and Chester Road were upgraded as well.

Driscoll’s Road - Before Driscoll’s Road – After

Footpath renewal

Footpath Renewal is at 10% spend in relation to Waka Kotahi NZTA budget allocation.

We are planning to deliver the renewals in May and June 2023, we added Pembroke Street to our reseal list, starting from Callister Place to Carters Court.

4.4 Service Requests

In February we received 32 Service requests for Roading and it has been noted that the contractors responded to two service requests # 23000345 and # 23000264 outside the set KPI, deadline time. The above service request was not categorized under the emergency category and we identified the above issue as a minor.

4.5 CORRIDOR ACCESS

In March we received 22 corridor access request (CAR) and issued 12 Work access permits (WAP). The Corridor Access team inspected a Fulton Hogan work site which had an overall good and compliant.

We are experiencing continuous poor behaviour from contractors not complying with the requirements of their WAP. This type of behaviour poses a risk to all road users. This highlights the need for more frequent work site inspections and audits which will increase demand on the corridor access team.

5. CONSIDERATIONS

5.1 Climate change

This report does not have any climate change implications.

5.2 Tāngata whenua

This report is a regular update which is of interest to all members of our community, including iwi and hapū. However, there are no particular areas of interest or concern contained within this report that require specific iwi or hapū input.

5.3 Financial impact

All of the roading activities are completed under approved budgets, and this report does not have any additional financial impacts.

5.4 Community Engagement requirements

There are no additional community engagement requirements resulting from this report.

5.5 Risks

This report is a regular update. It contains no specific or identified risks which would require further attention or action.

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 331871

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

19 April 2023

6.4 Major Projects update

1. Purpose

To update the Committee on the progress of major projects.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

The Infrastructure Services Team delivers multiple projects as part of the delivery of the Long Term Plan.

4. Discussion

4.1 Wastewater Treatment Plant Upgrade

Viking has finally completed all scratch repairs on the liner and the Engineer to the Contract – Tonkin & Taylor (T&T) has inspected the works. This was an important milestone and necessary for their sign off for the Code of Compliance Certificate (CCC) application to Waikato Consenting Authority (WCA). T&T are currently compiling documentation and plan to be ready for submission to WCA Friday 21^st April. Topsoiling and placement of reinforced turf matting to the crests (which can only be completed after Viking has completed the lining repairs) has been delayed due to the wet weather.

The programming and commissioning of valves and pumping is well underway. The new dual wet wells are supporting design flows from the wetlands and the 75kW pumps have been tested and are discharging into Reservoir 1 through the new intake pipework and outlets.

The programming and commissioning stage of works is a complex and intricate process as it will determine that final operational outcome. CDC’s Operations team is working collaboratively with the project team due to the required interaction with the existing Wastewater Treatment Plant.

Image: Reservoir 1 intake during commissioning

Image: The Reservoir project is making good progress

4.2 Dalefield Road Pump Station

Nothing significant has happened on site. Max Tarr are busy behind the scenes with off-site manufacturing. The good news is that the pump building has been brought forward in the programme and Max Tarr have scheduled Total Span to start in late April.

4.3 Frederick Street upgrade

The project status remains the same as reported in the CE Report (29^th March), with only the VSD (variable speed drive) electrical works and programming outstanding. We are using the same programming resource for the WWTP upgrade and have been prioritising the WWTP upgrade project over the last 2 weeks. We are still planning to complete the outstanding actions by the end of April.

4.3 Solid Waste Transfer Station - Second Weighbridge

We are happy to report that the second weighbridge has now been commissioned and is fully operational. The functionality of the weighbridge has improved the operations of the transfer station as vehicles can now be weighed whilst leaving the facility.

5. NEXT STEPS

The Infrastructure Services Team will continue to deliver on these projects and ensure that the committee is informed on progress.

6. CONSIDERATIONS

6.1 Climate change

The matters in this report do not relate to climate change.

6.2 Tāngata whenua

6.3 Financial impact

The financial matters in the report are covered within existing budgets.

6.4 Community Engagement requirements

There are no community engagement requirements required for this report.

6.5 Risks

There are no risks associated with the matters in this report. Project risks are being managed and mitigated as and when required.

7. Recommendation

That the Committee:

1. Receives the report.

File Number: 335083

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

19 April 2023

6.5 Three Waters Operations

1. Purpose

For the Committee to be updated on the Three Water Operations.

2. Significance

The matters in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

CDC delivers Three Water operations internally with full time staff responsible for critical services such as water supply and wastewater treatment.

4. Discussion

4.1 Service Requests

4.2 Wastewater Treatment Plant

Inflows In March have averaged between 28l/s to 230l/s. Due to the wet weather, our irrigation season has had a very small window.

The trial aerator stopped working in early March and was out of action for a few weeks. The health of Pond One started to decline with the reduced Aeration. The suppliers (for repair) were working elsewhere and came to Carterton on their way to Wanaka. The damage was due to the taper lock drive on the shaft. They confirmed, a few of the trial aerators have had this issue and therefore they are changing to keys for the new models.

Being part of this trial has been of great benefit to CDC and the aerator design has greatly improved the health of pond one, by increasing the Dissolved Oxygen levels. We have indicated to the supplier that CDC would be interested in purchasing the aerator once the trial is over.

The team has been working in with the project team in order to enable both commissioning to happen as well as the plant remaining operational.

We repaired and replaced the drive motor and wheel on the clarifier, only to find that potentially the downtime has caused a blockage in the sludge decantering pipework (which is under the concrete foundation at approximately 3m deep). We tried to jet the blockage from the outside in, however, this did not clear the blockage. We are planning to drain the clarifier and investigate whether we can clear the blockage from the centre out. We are hopeful that we will be able to clear the blockage and use a camera to identify any issues. We anticipate that the investigation will highlight significant maintenance requirements.

In February the Brooklyn Rd Waste Water Pump Station had a continuous high flow, compared to March when Brooklyn Rd peaked at the same time as the increased rainfall. This is an indication of the infiltration into the catchment area which flows through the pump station.

Image - Brooklyn Road Spike

Image - March Rainfall

4.3 Operations – Reticulation Team

There has been no reticulation waste water issues this month.

4.1 Operations – sampling

We are continuing to take 2 weekly COVID samples for ESR and our Environmental Technical Officer has started the new sampling for compliance against the new terms of the WWTP consent.

4.2 Potable Water Treatment Plant operations

Again, due to the wet weather, we have been running off the Frederick St Supply more than we would normally be at this time of year. The operation of the Kaipaitatanga plant has been very intermittent, which has affected the completion date for the upgrade.

4.6 Water Supply Operations – Reticulation Team

As well as water leaks, the team have been busy fault finding on the network and installing backflows where required as part of our regulatory (Taumata Arowai) backflow programme.

The testable backflows were completed for this year. We plan on mapping these locations of the test results so they can be imported into Asset finder.

4.7 Operations – Sampling and flushing

The team is continuing to undertake compliance with 2 x weekly sampling and weekly flushing of our dead ends and known spots in the network.

Image - Daily water volumes produced by both plants from December 2022 – 25 March 2023

4.8 OPERATIONS – PLANT, EQUIPMENT - VEHICLES

We purchased a new 4.8T digger that will be shared between Parks and Reserves, the Water Team and Water Races. This expenditure was budgeted for in the Long Term Plan.

We are currently trialling CAR Track’s services and have 2 GPS units installed in our fleet.

All plant operators are required to have the required wheels, tracks and rollers certification. We are planning to give operators the opportunity train and gain confidence in operating the digger.

Our inhouse mechanic - Roger has been busy with routine maintenance of the fleet vehicles as well as fixing many issues with the fleet and equipment as they occur.

The existing JCB dozer is needing attention - the water pump may need replacing. If so, this will be a major job to replace due to the location.

5. CONSIDERATIONS

5.1 Climate change

There are no climate change issues that relate to this report.

5.2 Tāngata whenua

This report is a regular update which is of interest to all members of our community, including iwi and hapū. There are no particular areas of interest or concern contained within this report that require specific iwi or hapū input.

5.3 Financial impacts

The financials discussed in this report are covered within existing budgets.

5.4 Community Engagement requirements

Community engagement is not required as a result of this report.

5.5 Risks

There are no risks associated with the matters in this report.

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 335090

Author: Johannes Ferreira, Infrastructure Services Manager

Attachments: Nil

Policy and Projects Committee meeting Agenda

19 April 2023

6.6 Update on the Review of the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy

1. Purpose

The purpose of this report is to provide information about the review of the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy.

2. Significance

The matters for decision in this report are not considered to be of significance under the Significance and Engagement Policy.

3. Background

Territorial Authorities must adopt a Class 4 Gambling Venue Policy under Section 101 of the Gambling Act 2003. Class 4 Gambling is gambling that utilises or involves a gaming machine (often referred to as “pokies”). Class 4 Gambling represents high-risk, high-turnover gambling. A Class 4 Gambling Venue is a place to conduct Class 4 Gambling.

Section 96(1) of the Racing Industry Act 2020 states that local authorities must adopt a policy on TAB Venues. A TAB Venue is a premise owned or leased by the New Zealand Racing Board and where the main business carried out at the premises is providing racing or sports betting services.

The Masterton, Carterton and South Wairarapa District Councils (the Councils) share a Wairarapa Class 4 Gambling and Standalone TAB Venues Policy (the Policy). Residents and visitors to Wairarapa frequently travel between the different districts. Having a joint policy and a consistent approach to Class 4 Gambling and TAB Venues across the Wairarapa region is beneficial to both users and operators of Class 4 Gambling services and TAB Venues.

Prior to the last review of the Policy in 2019, there were two separate policies – the Wairarapa Gambling Venue Policy and the Wairarapa TAB Board Venue Policy. The 2019 review resulted in merging the two policies into the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy. The review also resulted in minor amendments for clarification.

The Policy has a three-year review period and is now due for review. This is a legislative requirement.

4. Discussion

The Purpose of the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy

The purpose of the Policy is to:

· minimise the harm to the community caused by gambling;

· have regard to the social impacts of gambling in the Wairarapa region, including the cumulative effect of additional opportunities for gambling in each district;

· control Class 4 gambling in the Wairarapa region; and

· ensure that Councils and their communities have influence over the provision of new Class 4 gambling and TAB venues in the Wairarapa region.

Key provisions of the current policy include:

· No new Class 4 gambling venues may be established in the Wairarapa region.

· No increase in the number of gaming machines currently operating or consented in the Wairarapa region as of 1 January 2019 (165) will be permitted.

· Any gambling machine that is relinquished for a period of longer than six months may not be replaced on that site and may not be transferred to another site under any circumstances.

· New standalone TAB venues may be established in the Wairarapa region.

· No new standalone TAB venue will be permitted where the Council reasonably believes that:

a) the character of the district, or part of the district for which the venue is proposed, will be adversely affected; or

b) there is likely to be an adverse effect on any kindergartens, early childhood centres, schools, places of worship or other community facilities.

Legislative Context

The relevant Acts are the Gambling Act 2003 and the Racing Industry Act 202 (the Acts). These Acts set out the content and minimum requirements for the Policy. These are set out below.

Gambling Act 2003

Under Section 101 of the Gambling Act 2003, territorial authorities must adopt a Class 4 Gambling Venue Policy. Under the legislation, the Policy:

1. must specify whether or not Class 4 venues may be established in the territorial authority district and, if so, where they may be located; and

2. may specify any restrictions on the maximum number of gaming machines that may be operated at a Class 4 venue; and

3. may include a relocation policy. A relocation policy is a policy that sets out if and when the territorial authority will grant consent in respect of a venue within its district where the venue is intended to replace an existing venue (within the district) to which a Class 4 venue licence applies.

Racing Industry Act 2020

Subpart 2 of the Racing Industry Act 2020 states that consent from the relevant territorial authority is required if TAB New Zealand proposes to establish a TAB venue. Applications must be made to the territorial authority for the district the venue will be located within. Section 96 of the Racing Industry Act 2020 states that territorial authorities considering consent applications must consider these in accordance with their TAB Venue Policy.

Review Requirements

Under the Acts, a territorial authority must complete a review of a policy within three years of the policy being adopted and then within three years after that review, and each subsequent review, is completed. If the policy is to be amended or replaced, the special consultative procedure must be used. A policy does not cease to have effect because it is due for review or is being reviewed.

The Acts are administered by the Department of Internal Affairs (DIA). DIA advises that the following steps be followed for a review:

1. ‘Pre-review’ Stage: evaluating the effectiveness of council’s current policy in limiting the social impact of gambling in the community. This stage involves information gathering and engagement with stakeholders, and an assessment of the social impact of gambling in the area.

After completing this stage, Councils should decide whether the policy needs to be amended or whether it can continue without amendment. Information to assist with this decision is provided by DIA and the Ministry of Health.

2. Consultation: If amendments are considered necessary, Councils should carry out consultation in line with the Acts, as well as the Local Government Act 2002 and Council’s Significance and Engagement Policy.

If amendments are not considered necessary, the Acts do not require consultation. However, councils can choose to consult if they wish to.

3. Draft the Revised Policy

4. Adopt the policy and notify DIA

Proposed Approach to the Review

Masterton District Council will lead the review process alongside Carterton and South Wairarapa District Councils. The Councils will share the costs of the review as per the Wairarapa Shared Services Funding Policy (joint policy development activity type).

The Wairarapa Policy Working Group has delegated authority to provide oversight, support the review and make recommendations back to each of the Councils.

Evidence of Gambling Harm

As part of the review, the social harm of gambling must be considered. A Social Impact Assessment (SIA) of Class 4 and TAB venue gambling is therefore an important component of the review process. A specialist advisor will be commissioned to complete the SIA.

The SIA will include:

· A gambling profile of Wairarapa (and the three individual districts). This will include community expenditure on Class 4 Gambling, gaming machine profits, numbers of approved venues, number of licenced gaming machines.

· A profile of funds returned to the Wairarapa community, such as through grants. This section will also look at the groups and types of activities receiving funds, and the extent to which those most likely to be gambling are benefiting from funds.

· A review of Gambling Venue Policy trends of comparable districts in New Zealand.

· A literature summary regarding community harm and social impacts experienced from Class 4 and TAB venue gambling. This will include the impact on different socioeconomic groups, especially high deprivation communities.

· Qualitative research exploring levels and nature of harm being experienced in different areas of the region.

· An investigation of economic benefits of Class 4 gambling venues in the community.

· An investigation of entertainment benefits of Class 4 gambling venues in Wairarapa.

· A literature summary regarding gambling harm minimisation best practice.

· A literature summary regarding online gambling and its impact.

Timeframes

It is expected that the review, including community engagement, will take a minimum of nine months to complete. The Special Consultative Procedure (SCP) must be followed if amendments are proposed. The SCP includes a four-week consultation period followed by hearings and deliberations. If amendments are not proposed, the Councils can decide whether it is appropriate to consult with the community in accordance with our Significance and Engagement Policies.

5. CONSIDERATIONS

5.1 Climate change

There are no environmental/climate change impacts or considerations resulting from the review of the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy.

5.2 Tāngata whenua

Te Hauora Rūnanga o Wairarapa, and Māori health and social services providers will be engaged as part of the review.

5.3 Financial impact

A project team from the three Wairarapa District Councils will work together on the review. The project team will be led by Masterton District Council.

The budget for the review will be split across the Wairarapa District Councils according to the Wairarapa Shared Services Funding Policy, under the ‘joint policy development’ activity. The cost allocation will be 52% Masterton District Council, 20% Carterton District Council and 28% South Wairarapa District Council. Sharing the cost of the review will be more cost effective for each council.

A specialist advisor will be commissioned to complete the Social Impact Assessment. This is expected to cost approximately $7,600 plus GST. Under the Wairarapa Shared Services Funding Policy Carterton District Council’s share would be approximately $1,520 plus GST.

Carterton District Council’s contribution towards the costs associated with the review of the Wairarapa Class 4 Gambling and Standalone TAB Venues Policy will be met from within existing budgets for 2022/23 and 2023/24.

5.4 Community Engagement requirements

The development of a communications and engagement plan to support the project are underway. This is being led by Masterton District Council with input from the communications staff from Carterton and South Wairarapa District Councils. Promotion of the review and opportunities to provide feedback will be undertaken via print and social media platforms.

The review of the Policy will draw on multiple sources of information to ensure robust outcomes, stakeholder buy-in and accountability. As noted, the Acts require the review of the Policy to be undertaken using the Special Consultative Procedure if changes are proposed. If no changes are proposed, the Councils will consider whether it is appropriate to carry out consultation in accordance with our Significance and Engagement Policies.

We will engage with key stakeholders early in the review and during the completion of the Social Impact Assessment.

5.5 Risks

No risks have been identified in relation to this report.

6. Recommendation

That the Committee:

1. Receives the report.

File Number: 331527

Author: Solitaire Robertson, Planning and Regulatory Services Manager

Attachments: Nil


AGENDA Policy and Projects Committee meeting
Date:	Wednesday, 19 April 2023
Time:	9:00 am
Location:	Carterton Events Centre 50 Holloway St Carterton
Cr S Cretney (Chair) Cr S Gallon (Deputy Chair) Mayor R Mark Deputy Mayor D Williams Cr B Deller	Cr R Cherry-Campbell Cr L Newman Cr S Laurence Cr G Ayling R Smith - Hurunui-o-Rangi Marae representative