Kaitake Community Board Agenda (21 September 2020) - Agenda
AGENDA Te Rārangi Take
KAITAKE COMMUNITY BOARD Te Rūnanga Hapori o Kaitake
Monday 21 September 2020 at 5pm
Mane 21 Mahuru 2020 hei te 5pm
NPOB Surf Life Saving Club, Oakura
Chairperson (Tiamana): Mr Doug Hislop Members (Mema): Mr Graham Chard Mr Paul Coxhead Mr Paul Verić Cr Amanda Clinton-Gohdes
1 Kaitake Community Board Agenda (21 September 2020) - Agenda
Community Boards
Role of community boards (s52 Local Government Act 2002) a) represent, and act as an advocate for, the interests of its community; and b) consider and report on matters referred by the council and other matters of interest c) maintain an overview of services provided by the council within the community; and d) prepare an annual submission to the council for expenditure within the community; e) communicate with community organisations and special interest groups within the community; and f) undertake any other responsibilities that are delegated to it by the territorial authority.
Addressing the community board Requests for public forum and deputations need to be made at least one day prior to the meeting. The Chairperson has authority to approve or decline public comments and deputations in line with the standing order requirements.
Public Forum Public Forums enable members of the public to bring matters to the attention of the committee which are not contained on the meeting agenda. The matters must relate to the meeting’s terms of reference. Speakers can speak for up to 5 minutes, with no more than two speakers on behalf of one organisation.
Deputations Deputations enable a person, group or organisation to speak to the meeting on matters contained on the agenda. An individual speaker can speak for up to 10 minutes. Where there are multiple speakers for one organisation, a total time limit of 15 minutes, for the entire deputation, applies.
Purpose of Local Government The reports contained in this agenda address the requirements of the Local Government Act 2002 in relation to decision making. Unless otherwise stated, the recommended option outlined in each report meets the purpose of local government and:
Promote the social, economic, environmental, and cultural well-being of communities in the present and for the future.
Would not alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or transfer the ownership or control of a strategic asset to or from the Council.
END
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HEALTH & SAFETY
APOLOGIES
CONFLICTS OF INTEREST
PUBLIC COMMENT Cr Stacey Hitchcock Re Taranaki Trails Trust
DEPUTATIONS None advised
COMMUNITY BOARD MINUTES Recommendation That the minutes of the Kaitake Community Board on the following dates:
10 August 2020 (ECM 8345504); 24 August 2020 (ECM8355236); and 4 September 2020 (ECM8364015), the proceedings of the said meetings, as previously circulated, be taken as read and confirmed as a true and correct record.
REPORTS
ITEMS FOR DECISION BY KAITAKE COMMUNITY BOARD
1 Community Board Plan Review 2020-2023
ITEMS FOR RECOMMENDATION TO COUNCIL
2 Three Waters Network Maintenance Service Review & Term Extension
3 Travel Safety Improvements – Changes to Speed Limits
4 Infrastructure Term Services Contract – Year 1
END
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COMMUNITY BOARD PLANS REVIEW
PURPOSE
1. The purpose of this report is to advise of the outcomes of the review of the Kaitake Community Board Plan that was originally developed in 2017.
RECOMMENDATION That, having considered all matters raised, the Kaitake Community Board Plan be adopted and presented to the next Council meeting.
SIGNIFICANCE AND ENGAGEMENT
2. This report is provided for information purposes only, and has been assessed as being of some importance.
DISCUSSION
3. The purpose of the community board plans is to build on the New Plymouth District’s Blueprint and facilitate a more integrated approach to planning, infrastructure development and community development in the District’s community board areas. To date, development of the Community Board Plans has been successful in encouraging grass roots engagement in our statutory planning and governance processes. Ultimately this is good for democracy and community participation in decision making.
4. Between elections, or as a result of elections, priorities can change within communities and surrounding areas, for example:
a) What seemed very important three years ago may no longer be as important to the community today;
b) New issues have arisen or have been resolved within the community;
c) Projects or aspirations identified have been achieved;
d) Local Government legislation changes have occurred. 5. It is therefore necessary for the community boards to review their plans to ensure that is the best representation of the current issues and aspirations within their community.
6. As the community boards began the review of their plans, COVID-19 Level 4 lockdown occurred. This prevented the ability for face-to-face community meetings. The community boards did, however, continue with their review
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through on-line surveys during Level 3 and 4 lockdown, and hard copy surveys once Level 2 had been introduced.
7. The online surveys generated substantial information about the issues and aspirations of each community.
8. There are a number of issues that the community board can take to the Council for their consideration – issues where Council has the potential to effect a change through its investment and policy decisions.
9. Having considered the results of the online surveys and feedback, each Board has prioritised their subsequent understanding of the issues and aspirations that require attention in the community. These have been included in preparatory work for the Council’s Long-Term Plan.
10. The community boards have endeavoured to respond to the priorities indicated by those who have participated in this process; however it has not been possible to reflect all of the aspirations. The hope of the community board is that over the life of the Long-Term Plan many more of the community’s identified priorities can be addressed.
NEXT STEPS
11. The community boards have prioritised the aspirational projects they will put forward for funding in the Long-Term Plan, taking into account what the community has told them through their surveys and discussions. Each community board will further support their prioritisations through submission to the Long-term Plan statutory consultation process to be held in March 2021.
12. With the adoption of the Community Board Plans, the next step is to develop community investment plans that will capture the extent and timing of projects planned for each community within the board area.
FINANCIAL AND RESOURCING IMPLICATIONS
13. Achieving the issues and aspirations in the community board plans will require financial and non-financial resourcing. The allocation of funding ultimately rests with the Council through the Long-Term Plan.
14. In conversations with the focus groups and during community consultation the community boards have stressed that resourcing limitations will mean not all priorities, issues or aspirations may be resolved or achieved. Some of the issues and aspirations identified are beyond the scope of Council activity, thus a partnership with community and social services organisations, iwi and business will be required to further consider the action required in these areas.
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15. Review of a Community Board Plans will mean that the community boards can focus on those matters of greatest importance to the communities that they are tasked with advocating for.
IMPLICATIONS ASSESSMENT
16. This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: Council staff have delegated authority for any decisions made; Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter; Council staff have considered how the matter will promote the social, economic, environmental, and cultural well-being of communities in the present and the future. Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; Any decisions made are consistent with the Council's plans and policies; and No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.
APPENDICES Appendix 1 Kaitake Community Board Plan 2020-2023 (ECM8363039)
Report Details Prepared By: Jayne Tidbury-Beer (Community Relations Officer) Team: Governance Approved By: Julie Straka (Governance Lead) Ward/Community: South-West/Kaitake Date: 12 August 2020 File Reference: ECM8345496
------End of Report ------
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Kaitake Community Board Plan 2020-2023 Oākura, Okato and Ōmata
October 2017 Reviewed 2020 Te Mahere o Te Rūnanga Hapori o Kaitake 2020 -2023
The Kaitake Community Board Plan sets out the visions and aspirations of three distinct yet connected communities: Ōmata, Oākura, and Okato. The Plan has been developed by the communities for the communities. The Plan provides the New Plymouth District Council with an insight about the matters that are important to the Kaitake Community Board area, and where investment and action are needed. The Plan provides a thirty- year blueprint for the communities to lead and shape the future development and growth.
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Kaitake Community Board Plan 2020-2023
Kaitake Community Plan: A thirty year vision
PREAMBLE Ōmata was established during the early years of Pākehā settlement of the New Plymouth area. In 1860 the Ōmata stockade (fort) was built on a local Māori pā site near the township as a response to protect Pākehā settlers.
The Oākura River (and therefore Oākura township itself) was named after the female ancestor Akura-matapū of the Kurahaupō waka. Oākura-matapu was the original name of the river and it literally means ‘Belonging to Akura- matapū’.
Okato is said to mean ‘sweeping of the waves,’ and it is stated that the name was given to the place in consequence of a tidal wave reaching the foot of a neighbouring hill. Each community has played a pivotal role in the shape and identity of the New Plymouth community.
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Kaitake Community Board Plan 2020-2023
Contents
PREAMBLE ...... 2
WELCOME ...... 5
EXECUTIVE SUMMARY ...... 6 Ōmata ...... 6 Oākura ...... 6 Okato ...... 6 Tangata whenua: Ngāti Tairi and Ngā Māhanga ...... 6
OUR PRIORITIES ...... 7 Kaitake Community Board Area ...... 7 Oākura ...... 9 Okato ...... 11 Ōmata ...... 13
KAITAKE COMMUNITY BOARD AREA QUICK STATS ...... 14
KAITAKE COMMUNITY BOARD ...... 15
CONNECTING TO THE NPDC BLUEPRINT AND THE STRATEGIC FRAMEWORK ...... 16
COMMUNITY ENGAGEMENT PROJECT ...... 17
ISSUES, CHALLENGES AND ASPIRATIONS ...... 18
Oākura – A Growing Community ...... 18 Environment ...... 18 Destination ...... 19 Growth, Industry and Talent ...... 19 Communities and Citizens ...... 22 Centres ...... 24
Okato – A Connected Community ...... 26 Okato Community Survey ...... 26 Environment ...... 27 Destination ...... 29 Growth, Industry and Talent ...... 29 Community and Citizens ...... 30 Centres ...... 31 Ōmata – In the Rural Landscape ...... 32 Community Survey ...... 32 Environment ...... 33 Destination ...... 33 Growth, Industry and Talent ...... 34 Community and Citizens ...... 35 Key Issues ...... 36
CONCLUDING REMARKS ...... 38
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Kaitake Community Board Plan 2020-2023
ACKNOWLEDGMENTS ...... 39
APPENDIX 1 – 2020 POINTS OF ENTRY DETAILS ...... 40
SUPPORTING DOCUMENTS ...... 53
Version Action Prepared by Approval Authority Date 1.0 Kaitake Community Board Plan 2016- Dr Louise Tester, Guild Approved by Kaitake 30 June 2017 2019. Research Consultancy Community Board; Document drafted following extensive Adopted by Council community engagement. 2.0 Kaitake Community Board Plan Doug Hislop, Approved by Kaitake Review 2020-2023 Kaitake Community Board Community Board; Community Board Plan 2016-2019 Chair Adopted by Council reviewed. Key focus areas updated following community survey.
File Reference: ECM8363039
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Kaitake Community Board Plan 2020-2023
WELCOME The development of the first Kaitake Community Board Plan has been long in gestation and is not the first time that the community has presented its Blueprint to Council. The challenges and opportunities facing the community have previously been raised in the Coastal Strategy (2004) and the Oākura Structure Plan (2006). Since the development of these plans the rate of growth and interest in our main townships has continued and the challenges remain.
This Plan has been developed by representatives across each of the townships who recognise and see the opportunities and risks of unrestrained population growth and development. Our communities want to grow and develop – but at a rate and in a manner that is sustainable and respectful of the unique rural nature of the Kaitake Community Board area. The power of this Community Board Plan, as with the Plans from the other board areas is that it has been developed by the community, for the community. The issues and aspirations are informed by people who live and work in the area and want the opportunity for their children, parents and future generations to enjoy all that these special places have to offer. We in the Kaitake Community Board area do not want to halt progress, we want to enable and encourage progress, progress that makes sense for current and future generations and progress that is enabled with us and by us, and not just done to us.
The Kaitake Community Engagement Project operated in Ōmata, Oākura, and Okato over 36 months. During that time over 70 meetings took place and over 300 people contributed to the conversations. Our purpose was to hear the voices of our community and to be heard by our Council. We talked and debated, agreed and disagreed and have arrived at a number of common aspirations and strategic challenges. To achieve a positive outcome, we expended a huge amount of energy working alongside our community ensuring that their voices have been heard. Since the development of initial Plan we have completed a first review (2020) to ensure the plan includes the communities’ current issues and aspirations. This wide-ranging review involved 3 stakeholder focus groups and a community-wide survey. The survey was completed by 300 respondents who provided over 1700 pieces of information to consider.
The Community Plan is a small step but we believe a vital one. What has been documented for our three communities to date will be challenged and will change over time, as it should, but for now this document and the individual underpinning Community Engagement Reports provide Council with a basis to understand who we are and to respond meaningfully, through policy and investment to the opportunities and challenges as they arrive.
Doug Hislop, Chair Kaitake Community Board
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Kaitake Community Board Plan 2020-2023
Executive Summary Ōmata Located at the fringes of central New Plymouth, Ōmata is the gateway to the rural area, Back Beach and the Sugar Loaf Islands. Ōmata is nestled in a stunning physical environment and is home to a rich heritage due to its role in the Taranaki wars. The close proximity to New Plymouth and Oākura makes Ōmata a perfectly placed community that offers it all – ease of access to New Plymouth’s community services and supports, and a quick getaway to the beach. Whilst this is its strength, it is also its vulnerability and the risk of overdevelopment could result in the loss of this rural township and the blending of the community into the city.
Protecting the rural character of Ōmata is the message the community brings to the Council. Oākura There is a strong sense of growing Oākura in a sustainable way, through improving linkages between the beach, urban and rural areas and to the National Park, and by retaining the unique character and pristine environment of Oākura, its beaches and the Kaitake Range that are so well enjoyed by residents, visitors and tourists alike. The central message to the Council is that the village requires managed, staged and targeted growth. Rapid and widespread expansion would negatively affect the special character of Oākura and adversely impact on the education services, traffic and parking, access to affordable homes, and recreation and environmental assets. Okato Okato has its own unique characteristics and potential for development, including natural and cultural resources as well as the skills, knowledge and experience of local people. Understanding how the Okato community operates not only within its urban boundaries, but also over the wider rural area that the town serves is a fundamental cornerstone of Council planning processes. Water security, responsible water and waste management, safe roads and controlled and managed growth are essential to ensuring that character, and social amenity of the township are maintained. Tangata whenua: Ngāti Tairi and Ngā Māhanga The tribes of Ngā Māhanga and Ngāti Tairi maintain mana whenua and tribal rights over rohe which fall within the Kaitake Community Board area that includes part of New Plymouth, the Ōmata, Oakura and Okato areas. With the completion of the Taranaki Iwi Treaty claim the New Plymouth District Council has a responsibility in its processes and plans to uphold the mana of the Treaty of Waitangi and engage in meaningful consultation and engagement with Ngā Māhanga and Ngāti Tairi. As tangata whenua and kaitiaki of their respective rohe both Ngāti Tairi and Ngā Māhanga continue to work alongside local groups and the wider New Plymouth District community to enhance better understanding of the issues that impact on the environment, and cultural values of Ngāti Tairi and Ngā Māhanga. With increasing growth and development within the area of the Kaitake Community Board, it is important that the historic heritage and cultural integrity of Ngā Māhanga and Ngāti Tairi are protected for current and future generations.
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Kaitake Community Board Plan 2020-2023
Our Priorities The priorities that the Community Board would like to see expedited as part of the Long Term Plan commitments are detailed in the table below. The aspirations do not represent all of the aspirations reflected by the communities; only those matters within the direct sphere of Council influence and control. Areas of common aspiration across the board townships are detailed first and these represent the Community Board’s focus for the Long Term Plan. The areas of common aspiration are underpinned by the specific concerns and interests in each of the township areas, thus conversations with each community of interest are essential. As the Council attends to the nine priority areas listed below many of the individual township priorities will be met, however not all, and it is essential that the Council maintain the dialogue with the Oākura, Okato and Ōmata communities about how their wider aspirations can be responded to and met. More specific detail is provided in the Point of Entry (POE) submissions to the 2021/31 Long Term Plan at the end of the plan and the other supporting documents (available on request).
Strategic Fit Priority Aspiration Time Frame
Kaitake Community Board Area Environment Maintain rural character and feel of the townships. See POE KCB-5 Protect view-shafts. Zoning allows for staged, controlled development and growth. Restrict large scale industrial activity and support small scale ‘cottage’ industry developments. Support low rise development. Provide for mixed housing development opportunities appropriate to location (rural to higher density) and community demographics. Limit the range of permitted and controlled activities permitted in zoned areas. Sites of cultural significance and historical heritage are See POE KCB-3 recognised, protected and their stories told.
Recognise that Taranaki mounga, the Kaitake and Pouākai
ranges, the ring plain, and the coastal lands adjacent to the
sea are of high importance to tangata whenua and define
part of their Taranaki Iwi tribal identity.
Encourage ongoing community stewardship of the local
environment and its biodiversity in partnership with mana
whenua and territorial authorities to restore and maintain
natural habitats, ecosystems and viable populations of
native species. See POE KCB-6 Kerbside waste collection services are expanded, re-use
and locally based transfer stations are provided, and re-
cycling receptacles are provided in CBD areas and public
places at key locations. See POE KCB-4 Remove freedom camping opportunities away from all coastal reserves to alleviate mana whenua concerns, avoid pollution issues and other biodiversity impacts.
Traffic and Movement Review speed limits and implement traffic calming Refer POE KCB-1 measures, enhance parking, and expand and upgrade footpaths for increased pedestrianisation.
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Kaitake Community Board Plan 2020-2023
Strategic Fit Priority Aspiration Time Frame
Destination A network of pathways, cycle-ways and bridle paths is See POE KCB-2 developed. Beach access is reviewed and the public right to use and See POE KCB-3 access beaches is appropriate for the protection of the environments and respectful of mana whenua. Communities and Development of CBD / township plans that programme See Point of Entry Citizens township upgrades and enhancements that maintain social KCB-5 amenity and rural character. Recognise and contribute to the vision of Te Ara Taiao as a collaborative community effort to uplift the mauri and natural ecology of the Kaitake. Upgrade and enhance the community halls and the Okato See Point of Entry swimming pool, and provide for enhanced recreational assets KCB-10 (parks, mountain bike and pump tracks, and other sports facilities). Growth, Industry and Maintain and enhance a network of quality, environmentally See POE KCB-6, Talent sustainable Three Waters infrastructure (water supply, waste, KCB-9 and wastewater and stormwater) to meet current community KCB-12 demands and future anticipated growth.
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Kaitake Community Board Plan 2020-2023
Oākura Note – items denoted with an asterix are linked to the Kaitake Community Board area priorities above. They provide more detail about the issues within each township. Strategic Fit Priority Aspiration Time Frame
Environment More comprehensive regulation of building design on and 1-3 Years near the beachfront to preserve village character and view shafts. * Protection of the special character of the Beachfront Precinct (Holiday Park, Shearer Reserve, Oākura Boardriders, NPOB Surf Club) and consolidation of the visual, social, and recreational amenity values in this area. * Protection of existing character on the beachfront - commercial activity on the beachfront remains planned small scale and appropriate to the location. * Provide building set back from Oākura River. * Destination Provision of a safe walkway/cycle-way from Oākura to New 1-3 Years Plymouth and link to the Pukeiti Trail and the Pouākai Crossing. * Enhance Koru Pā as a visitor destination. * 1-3 Years Development of pathways and physical links that facilitate 1-3 Years connectivity throughout the village to the sea and between community facilities. * Improve beach access and provide access for those with 1-3 Years disabilities. *
Growth, Industry and Limited commercial development on the beachfront. * Talent Staged rezoning of rural land to support sequential village growth and provision of variable housing choices. * Mixed use, home businesses and offices on seaward side of Highway 45 in the CBD. * Increased density, small lot sizes and higher site coverage rules targeted in appropriate areas of new residential developments and/or the CBD off-set by provision of public spaces, public reserves, pathways and improved access opportunities. * Rural lifestyle 1 to 5 Ha lots provided in appropriate locations whilst retaining low building density and open character. * Land development opportunities for local economic growth. * Controlled expansion of the CBD. * Restrict large scale or industrial type activities. * Communities and Plan, design and manage public spaces that maintain village Years 1-3 Citizens identity and character. * Ensure Shearer Reserve is a neighbourhood playground space and public area that meets the needs of all age groups. Enhance the current CBD with the development of a multi- service community hub within or adjacent to the CBD (e.g. close location of hall and library, school, medical services, shop and leisure).
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Kaitake Community Board Plan 2020-2023
Centres Provision of additional and restricted car parking to serve increased commercial activity and key destination points. * Planning regulations and design standards retain small scale, cottage industry and convenience retail in low rise buildings in the CBD. *
Traffic and movement Implementation of traffic calming on northern approach to Years 1-3 village at Victoria Rd and Corbett Park, Oākura River bridge, Oākura Pā, Dixon Street, Donnelly Street, and Wairau Road intersection. * Provide for enhanced pedestrian movement opportunities Years 1-3 that incorporate wide footpaths, reduced lane widths, along with landscaping to enhance the sense of place, calm the traffic and create an environment where people want to spend time. *
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Kaitake Community Board Plan 2020-2023
Okato Note – items denoted with an asterix are linked to the Kaitake Community Board area priorities above. They provide more detail about the issues within each township.
Strategic Fit Priority Aspiration Time Frame
Environment Review the access-ways to beaches. * Provide an enabling regulatory environment that enables the development and installation of sustainable energy systems. * Protection of the area’s historical heritage. * Years 1-3 A spray free community in public spaces. Waste management and minimization - Provision of Years 1-3 community recycling bins in public places, expansion of the Council rubbish roadside collection in rural areas to cater for growth in lifestyle blocks and development of a re-use facility at the Transfer Station. * Destination Upgrade and extend existing walkways and cycleways and Years 1-3 provide for future walkway and cycleway development including access to Egmont National Park and reinstate the Stony River walkway and track. * Provide better parking facilities at destination points. * Remove freedom camping opportunities away from all Years 1-3 coastal reserves to alleviate mana whenua concerns, avoid pollution issues and other biodiversity impacts. * Enable the development of camping site or a motorhome park. Provide protection for the area’s historic heritage and Years 1-3 recognise its significance through education, and representations of local Māori history signage. * Growth, Industry and Infrastructure enhancement – Future proof sewage Years 1-3 Talent treatment and disposal and water supply systems that are sustainable, safe for public health, ecologically and environmentally responsible and responsive to current and future population needs. * Future population growth in the township and surrounding rural community informed by a sustainable planning vision. A range of socially responsible and affordable residential development considering the carrying capacity of the environment. Restrict land use consents for oil or gas exploration, mining and associated activities. Community and Upgrade the community hall. * Years 1-3 Citizens Expand and maintain the community orchard.
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Kaitake Community Board Plan 2020-2023
Centres Develop a streetscape design in Carthew Street to enhance special character of the village centre area and reflect the social and utilitarian roles of the township. * Invest in township upgrade and development. * Install an electric vehicle charging station in Carthew Street.
Traffic and Movement Develop traffic calming initiatives to make the township Years 1-3 centre safer. * Provide safer pedestrian movement opportunities and Years 1-3 upgrade and extend the footpath network. * Improving the safety and access of the Tataraimaka, Kaihihi Years 1-3 and Hangatahua bridges (for pedestrians, cyclists and horses). * Providing a safe solution for the junction of Cumming Street Years 1-3 and Oxford, and Old South Roads. *
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Kaitake Community Board Plan 2020-2023
Ōmata Note – items denoted with an asterix are linked to the Kaitake Community Board area priorities above. They provide more detail about the issues within each township.
Strategic Fit Priority Aspiration Time Frame
Environment Encourage and inspire the community towards zero waste, Years 1-3 and install a recycling station and refuse disposal station at Hurford Road. * Retain Ōmata’s rural character with tighter restrictions on subdivision and the retention of ‘lifestyle’ living with lifestyle properties. District Plan restricts development and maintains rural feel and character (Green Belt principles). Retain the green field space between Ōmata and Spotswood. Protection of view shafts. Subdivision rules allow the flat land around Ōmata to be broken up for horticultural use such as orchards and market gardens.
Destination Recognition and protection of historical sites with appropriate Years 1-3 signage, information and access for all. * Walkways and pathways - Develop paper roads as tracks / Years 1-3 bridle paths to provide easy access for walkers, bikers, horse riders, a walkway from New Plymouth to Oakura (with access to Back Beach) and provision of car parking (including horse floats) and footpath on SH45 between Beach, Waireka East and Holloway Roads. *
Growth, Industry and Infrastructure development that responds to gradual Talent growth. * No further expansion of the tank farm in the industrial zoned area.
Communities and Expand and upgrade Ōmata Hall including a bar/function Citizens facility. * Support the enhancement of a community orchard and develop the community green space / domain (at the school site). Provide a bike park and track for local school children.
Traffic and movement Improve safety on all entries and exits to SH45 from Waireka Years 1-3 Road, Hurford Road, Sealy Road and Wairau Road East and make Waireka Road East an exit only onto Highway 45, review current speed zones and provide for traffic calming measures. * Explore the possibility of realigning Highway 45 so it does Years 4-10 not intersect Ōmata village.
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Kaitake Community Board Plan 2020-2023
Kaitake Community Board Area Quick Stats (Source: StatsNZ (Census 2018) In order to understand the Waitara Community Board area, a brief demographic snapshot is provided. Compared to the district overall the Waitara Community Board area has a slightly younger median age. The community has a larger population who identify as Māori. Single parent families in private dwellings is higher than the district average, with couples with children being lower than the district average. Access to internet in private dwellings is lower than the district average.
Population Total Female Male Kaitake Ward 5397 50% 50% New Plymouth District 80679 51% 49%
Age Median Age Over 65s Under 15s Kaitake Ward 37 years 12% 24% New Plymouth District 38 years 18% 20%
1Ethnic Group NZ European Māori Other Kaitake Ward 95% 11% 4% New Plymouth District 85% 18% 10%
Families in Occupied Couple without Couple with child(ren) One parent with Private Dwellings children child(ren) Kaitake Ward 43% 47% 10% New Plymouth District 44% 40% 16%
Internet Access in Occupied Internet No Internet Private Dwellings Kaitake Ward 87% 13% New Plymouth District 79% 21%
Top Three Industries Kaitake Ward New Plymouth District 1. Health Care and Social 1. Manufacturing Assistance 2. Health Care and Social 2. Agriculture, Forestry and Fishing Assistance 3. Construction 3. Construction
1 Ethnicity is the ethnic group or groups that people identify with or feel they belong to. Ethnicity is a measure of cultural affiliation, as opposed to race, ancestry, nationality or citizenship. Ethnicity is self-perceived and people can belong to more than one ethnic group.
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Kaitake Community Board Plan 2020-2023
Kaitake Community Board The Kaitake Community Board helps make our community a better place to live by advocating on key issues on behalf of the community. The board area extends from Okato to Ōmata at the edge of the New Plymouth city boundary including the Oākura urban area and surrounding rural and semi-rural areas. The Eastern Boundary is on Atkinson Road and Upper Carrington Road.
The Kaitake Community Board, supported by three focus group of local representatives from the Oākura, Okato and Ōmata communities have developed this Plan to set a future direction (a 30-year vision) for the communities within the ward. Setting a long term direction will help ensure that assets and resources are made available in the area of greatest need and want.
The Kaitake Community Plan sits alongside the Inglewood, Clifton and Waitara Community Board Plans that set out the vision, issues and aspirations of each community. This is the first time that the New Plymouth District Community Boards have been afforded the opportunity to set out our vision for the future.
The Plan is a plan for the whole community – young and old, Māori and Pākehā, men and women, businesses and employees, families and more, and it is a plan that responds to needs, opportunities and challenges.
The hope of the Kaitake Community Board is that the issues and aspirations of the community, as set out in this Plan will be translated into action and investment by the New Plymouth District Council. This is a 30-year plan and the community know that it will take this length of time for the investments into the community to be made. The Board recognise that the community cannot expect to get everything that is identified in the short term. However, it is important that the Council consider the views of the community and invest in the areas that have been identified as of consequence.
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Kaitake Community Board Plan 2020-2023
Connecting to the NPDC Blueprint and the Strategic Framework The New Plymouth District Council Blueprint is reflected by eight key directions that will be the Council’s focus for planning during the next 30 years. To aid the Council with its decision-making the Kaitake Community Board priories have been organised, to align with the eight areas and the Sustainable Lifestyle Capital Mission. Shaping our Future Together 1. Environment – Enhance the natural environment with biodiversity links and clean waterways. 2. Communities – Strengthen and connect local communities. 3. Citizens – Enable engaged and resilient citizens. 4. Growth – Direct a cohesive growth strategy that strengthens the city and townships. 5. Industry – Strengthen and manage rural economy, industry, the port and the airport. 6. Talent – Grow and diversify new economies that attract and retain entrepreneurs, talented workers and visitors. 7. Central City – Champion a thriving central city for all. 8. Destination – Become a world-class destination.
Sustainable Lifestyle Capital Vision 1. Partnerships - strengthening partnerships 2. Delivery - Understanding and balancing requirements 3. Community - Achieving wellbeing and enhancing Te Ao Māori 4. Sustainability - Nurturing our environment 5. Prosperity – Growing resilient economy
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Community Engagement Project Recognising the unique nature of the three main townships influenced the decision to develop three community surveys. The community responses were considered alongside the focus group deliberations in each of the township areas.
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Issues, Challenges and Aspirations
Oākura – A growing community Oākura’s natural features - its rivers, parks, coast, and the Kaitake ranges make the area a unique and special place to live and visit. Having a clear strategic approach to maintaining and enhancing biodiversity at the same time as providing for development will provide clarity to the community and protect the environment. We asked the community: Environment What is the priority for biodiversity access and enhancement? Where do you want development on the coast and how do you want it to look? What parts of the coastal area would you like to protect from further development? Are there views to the ranges that should be identified and protected? How can we provide for low impact design to sustainably manage our natural resources? Focus Group Deliberations Work with landowners, other agencies, and Iwi to incentivise biodiversity maintenance and enhancement. Look for opportunities to enhance access to biodiversity for cultural and recreational purposes. Explore opportunities to maintain or create coastal access activities. Monitor those activities that may impact on the coastal environment, particularly from high numbers of day visitors. Look for opportunities to provide convenient physical links. Protect the natural character of views. Retain a low built density environment. Review the width and associated regulation of the Coastal Policy Area. Public Submissions Identification and facilitation of key connectivity between Oakura’s rural fringe, future residential development and the beach. Development of a network of shared village pathways between significant activity nodes, development areas, and the coastal edge. Protect the special character of the Beachfront Precinct (Holiday Park, Shearer Reserve, Oakura Boardriders, NPOB Surf Club) and consolidate of the visual and recreational amenity values in this area. Improve beach access along Messenger Terrace, including access for the disabled. Protect the amenity value and special character of Matekai Park and its wetlands. Protect and maintain water quality in the Oakura River and streams that exit onto Oakura Beach. Implement soft armoring solutions for shoreline stabilisation and erosion control. Encouraging ongoing community stewardship of the local environment and its biodiversity to restore and maintain natural habitats, ecosystems and viable populations of native species.
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Destination We asked the community
What role does the Oakura community want to play to help make the most of the natural assets that make the village a unique and special place to visit Focus Group Deliberations Balancing the lifestyle needs of the residents with attracting visitors to our community requires careful consideration.
Look for opportunities to link to the Taranaki Traverse.
Provision of a safe walkway/cycleway from Oakura to New Plymouth.
Public Submissions Upgrading and promoting the tracks on the Kaitake Ranges. Enhancing Koru Pa as a visitor destination. Ensuring Oakura is well placed to take advantage of any developments that proceed in relation to outdoor recreational opportunities currently being investigated in the Pouākai, Pukeiti area. Development of cycle tourism in the area. Maintaining the current public amenity as the most appropriate way to attract visitors. Limit commercial development on the beachfront.
Growth, Industry and Talent A cohesive and planned approach to Oākura’s anticipated growth is needed because of the constraint of existing infrastructure and to limit the environmental impact of growth. Changes to the existing residential zoned land could lead to an increase in the range of housing types possible and there is a need to make sure that housing types are all age-friendly. Development must be managed to retain the rural character and important values of the area. We asked the community:
Are the locations for residential growth in the right location to provide for the next 10 years of growth? What density controls should new housing areas have?
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Where are the key locations we should focus commercial growth? Is there a demand for office space? Are home businesses encouraged? Would a rural lifestyle zone with design guides that reflect the existing character provide for appropriate lifestyle opportunities? Is lifestyle development a suitable alternative to farming activity? Is there a need for an increased range of housing choices in appropriate areas to provide for the Oakura community at all ages? Focus Group Deliberations Further investigation is required to determine long term potential and constraints for residential growth. Staged rezoning of rural land identified in Oakura Structure Plan to support sequential village growth and provision of variable housing choices, rather than large scale tract housing development of uniform housing types. Commercial activity demand and location to be further investigated. Mixed use, home businesses and offices on seaward side of Highway 45 in the CBD. Increased density, small lot sizes and higher site coverage rules targeted in appropriate areas of new residential developments and/or the CBD. Rural lifestyle 1 to 5 Ha lots provided in appropriate locations but retaining low building density and open character. Protect existing character on beachfront and in CBD. Ensure all commercial activity on the beachfront remains planned, small scale and appropriate to the location. Provide building set back from Oakura River.
Public Submissions All future residential and commercial development to be guided by locally driven sustainable planning and management vision and prescription. Socially responsible multi-unit residential development to encourage a range of housing choices. Higher density development in appropriate locations, off-set by provision of public spaces, public reserves, pathways and improved access opportunities. Multi-generational residential complexes designed so that young families and elderly people live in close proximity and naturally come into close contact.
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Enhanced access in established and new residential areas, i.e. bridle, cycle, pedestrian dedicated and shared pathways. Identification and protection of view-shafts where required to preserve the unique visual character of the village and the ranges. Equestrian lifestyle blocks. Under-grounding all services. Permeable surfaces wherever possible. Investigating and encouraging alternative power supply initiatives. More comprehensive regulation of building design on and near the beachfront to preserve village character and view shafts. Land development opportunities for local economic growth, and increased local employment subject to other key concepts being achieved first. A more efficient public/school transport hub that facilitates travel to New Plymouth and has the capacity to grow as demand increases. No support for high rise and ‘out of scale’ development. No support for in-fill housing in proximity to the village centre.
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Communities and Citizens Oākura is made up of many attributes that contribute to a strong local community. Strengthening and connecting local communities ensures they become successful, safe and livable environments for residents. The Open Space, Sport and Recreation Strategy (2010) identifies the need for a multi-sport facility in Oakura. We asked the community:
What sort of multi-sport facility is required? Is indoor space required? What is the spectator requirement? Should there be a health and well-being hub as part of this facility? What process is required for the site selection? How can public places be made more accessible, safe and welcoming to all? Have the correct shared pathways been identified?
Focus Group Deliberations A fundamental cornerstone for Oakura is to maintain its village identity and character. Use a multi-faceted approach to the planning, design and management of public spaces. Ensure all design enables a friendly, safe, connected, livable community environment. Ensure Shearer Reserve is a neighbourhood playground space and public area that is suitable for all ages. Continue to develop a walkable neighbourhood. Look for opportunities to locate future community hub development within or adjacent to the CBD. Apply a classification and standard to the existing network of trails and pathways throughout the community. Identify and mandate appropriate options for future trails and pathways for recreation pursuits and key connectivity between community facilities. Public Submissions Trails
Bridle paths, cycleways and walkways Continued beach access by horse riders. Completing the beach cycle/walkway to Fort St George. Community Hub
Oakura Hall and site redevelopment. Community garden spaces in future urban developments. Welcoming public spaces to encourage a safe community. Further developing local health services. Further developing Okorotua Marae/community links.
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Multi Sports Hub
The pony club to remain in its present location. Any future swimming pool development to be in proximity of the school. Further developing the amenity value of Corbett Park. Divergent responses about the need for a multi-sports hub, for and against. Do not support a sportsville development as most sports bodies are already well located School
Improved cycle and pedestrian access for children to and from school. The school to remain as a full primary school (Years 1 to 8). Limiting future urban development to the finite capacity of the school’s roll. Donnelly Street to be extended to Upper Wairau Road. Alleviating traffic congestion outside the school during drop off and pick up times.
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Centres Local service centres like the Oakura ‘CBD’ serve an important function to the community, providing essential services and functioning as transport hubs and community meeting points. The centres can be the ideal place for a wider variety of housing choices and business activities. We asked the community: Should the district plan include policies and rules for small areas around the CBD in addition to design guides to encourage a mix of uses? What is required to provide a safe and attractive centre for current and future residents? Is there a need to look at the extent of commercial area so that it reflects the existing situation and provides for appropriate future growth? Focus Group Deliberations Encourage the CBD and other areas to be a less vehicle dominated environment. The highway through the CBD should not be just a line that connects two points. It needs to be developed as a road that invites travellers to stop. Provide better planned car-parking opportunities in and around the CBD and at other key amenities. Provide better pedestrian movement opportunities. Use wide footpaths, reduced lane widths, along with landscaping to enhance the sense of place, calm the traffic and create an environment where people want to spend time. The role of streets has to be social as well as utilitarian. Extend the CBD to encourage home businesses and offices. Provide a public toilet in the village centre, subject to design and development of surrounding streetscape to provide appropriate degree of privacy and visual amenity. Central Business District (CBD) The CBD to remain in its present location but allowing controlled expansion over time in the area bounded by Highway 45, Donnelly Street, Hussy Street and Butlers Lane. Small scale, cottage industry and convenience retail in low rise buildings as the appropriate commercial activity in this space. More intensive residential development (but not traditional infill housing) in the area immediately adjacent to the CBD within easy walking distance of commercial and community services to allow for housing types that suit, among others, the elderly. Increased flexibility in the planning system to accommodate innovative approaches that enhance ‘village appeal’. Greater commitment to amenity values when high density developments are allowed. The planned provision of a public toilet in the village centre. No support for large scale or industrial type activities. No support for large scale residential in-fill housing in CBD or within proximity of village centre that is in conflict with development types described above. No support for the development of a second and competing CBD centre. Movement In 2001 it was identified the wide carriageway, angled parking and narrow footpaths created a vehicle dominated environment that didn’t cater for the people using the CBD. In 2015 it was identified that wide footpaths, reduced lane widths and median strips along with the landscaping enhance the sense of place, calm the traffic and create a place people want to spend time. There is a demand for more improvements to provide for future growth.
Is there potential to create a stronger access into the village? How can we calm traffic in the main street?
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Traffic SH45 speed reduction on northern approach to village at Oakura River Bridge or further east. Improved safety measures for traffic entering or exiting at Victoria Rd, Corbett Park and Oakura Pa. Strengthening of village “gateways” (east and west) to further enhance traffic calming. Improved safety measures prior to, and at the Dixon St intersection. Reconfiguration of the Wairau Rd intersection. Exploration of mechanisms to provide additional car parking to serve increased commercial activity. Reconfiguration of road reserves to achieve greater number of parking spaces. Traffic calming initiatives from Oakura River to Wairau Rd that denote special character of the village centre area. Better streetscape design in new urban developments. Better parking facilities at destination points in the community. Further entrances and exits to future urban development areas onto State Highway 45 to take traffic volume away from the Wairau Road intersection.
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Okato – A Connected Community The Okato Engagement Project was an eight-month-long study within the community to establish Okato issues and aspirations. The process was undertaken by a community focus group. The group considered matters relating to: coastal development, growth areas, the coastal natural and built environment and adjacent lands. The overriding objective of the project was for the community to determine the community issues rather than to provide solutions for them, as many are complex and challenging.
Okato Community Survey A community survey was developed by the focus group, mailed to all residents and made available online. The survey was available for a twelve week period and attracted one hundred and twenty three responses.
Key Results 109 respondents named the sense of community as important to them. 100 respondents named the lifestyle. 90 replies indicated the clean, green environment. 84 said the people living there was important.
What Okato Means to the Respondents The village atmosphere. The sense of peace you get. The potential for walking tracks. The old trees and walkways around the swing bridge. The Okato pool is a little gem, often bringing in people from outside of town. Lots of fields and domains. Community services and resources: school, veterinary, garage/petrol station, sports clubs, library, church, quality cafes and skate park The rivers, the playground, the shops, the vets, the community hall, the domain and the pool. Young families wanting to contribute to the lifestyle. The proximity to schools, mountain, river, surf and New Plymouth. The availability of both primary and secondary education. Coastal areas and the easy access to beaches and rivers. Surfing and the ability to surf freely at any location along our coast. Safety for residents and children, friendliness, community engagement. The location between mountain and beach yet close enough to town. Ko te rerenga tamariki.
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Throughout the focus group discussions, a range of issues and aspirations emerged from the participants. These ideas formed the basis of the conversation with the community.
Environment
Focus Group Deliberations Provide the community with the tools and ability to care for, and improve its local environments Review the access-ways to beaches Encourage further appropriate coastal plantings Improve protection of natural waterways Ensure a sustainable clean, green environment Develop sustainable energy systems, using environmentally sound practices Ensure adequate sewerage disposal, that is sustainable, safe for public health and ecologically and environmentally responsible Ensure an adequate water supply, with consideration of rainwater capture, and encourage responsible water usage Deliver and maintain good public education processes on sound environmental stewardship Support environmentally friendly business innovations Support agricultural diversity Provide protection for the area’s historical heritage Public Submissions Beach nesting areas and penguins must be protected. Uncontrolled dogs on beaches are a serious and ongoing problem. Encourage renewable energy Encourage tree planting, particularly riparian planting Eradication of noxious plants and invasive plant species, especially along waterways. More self-sufficient requirements for future residential development.
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Initiating and continuing meaningful community engagement and consultation regarding the future management of the coast and its surf breaks. Dotterel breeding ground - Komene Beach Encouraging householders to install rainwater tanks to save water for toilets, gardens and even laundry use. Much greater focus on restoring/improving water quality of streams and rivers, including large wildlife corridors from the Egmont National Park to the sea. A spray free community in public spaces.
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Destination
Focus Group Deliberations Plan the upgrade of, and safe extension of existing walkways and cycleways Assess and look for opportunities to develop future walkways and cycleways Maintain the current public amenity as the most appropriate way to attract visitors Develop a meaningful management strategy for local surf breaks, which are a major destination attraction Reinstate the Stony walkway bridge and track - a major regional drawcard Provide better parking facilities at destination points in the community Assess opportunities and develop management tools for freedom camping
Public Submissions Development of camping site or a motorhome park - support business and remove freedom camping pressure. Township investment. Reinstating the Stony walkway bridge and track. Infrastructure matched to the needs of Okato’s new growing community. More and better walking access to the Egmont National Park. An electric ‘fast charge’ station in Carthew Street. Upgrading Okato’s cell phone coverage. Initiating and continuing long term, ongoing, meaningful, grass roots community engagement and consultation regarding the future sustainable management of the coast and surf breaks.
Growth, Industry and Talent
Focus Group Development Develop a cohesive plan for future population growth in the township and surrounding rural community by a locally driven, sustainable planning vision Enable opportunities for socially responsible and affordable residential development considering the carrying capacity of the environment Forward plan a sustainable water supply and environmentally responsible sewage disposal network Develop more recreational activities for local youth Ensure ongoing support for the long term viability of Coastal Taranaki School Provide for a variety of housing types - apartments, houses, lifestyle blocks Opposition towards oil or gas exploration, mining and associated activities and sea bed mining
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Public Submissions More land for residential development. Building a BMX track on the closed primary school site. A community hall/venue for the younger generation to go to, and be involved in events or different sports. Promotion and encouragement for community vegetable gardens. Development of a local artist’s gallery on Carthew Street. ‘Transition town’ concept. Developing a solar power or wind turbine car charging station, plus charging phones and laptops etc. and getting an all- electric powered bus. Recognising the recent past of the area relevant to land confiscation from Māori, through local Māori history signage. Joint venture funding for jobs and the environment. Encouraging more street design, art design and water features in the township. More promotion of Okato as a thriving family-oriented residential community Ensuring Okato development encompasses not just the township, as over the years many/most of the community groups/ projects have been heavily funded and supported by the farmers of the surrounding district. Community and Citizens
Public Submissions A safe environment for residents and children. Building community friendliness and engagement. A re-use facility at the Transfer station. A local cinema for alternative films and documentaries. A sustainable farmers market for local, organic growers and craft makers. Expanding the community orchard for future generations to enjoy. Consideration of metered water so that people would use a lot less. No fluoride in the Okato water supply. Demolishing the buildings on the closed primary school site. Covering the drain next to the school field on Oxford Road. A footpath is needed on the south side of Oxford Road extending from the vet clinic to the pedestrian crossing by the main entrance to the school. Improved emergency/accident/road closure plan other than the one we have going along Carrington Road. Upgrade the rubbish bins around the township, in particular those around the Okato Neighbourhood Park. Expansion of the Council rubbish roadside collection in rural areas to cater for growth in lifestyle blocks. A day-care centre for 0-2 year olds. Residents need far better access to medical services. Making the three dangerous bridges of Tataraimaka, Kaihihi and Hangatahua wider and safer for pedestrians, cyclists and horses. Providing a safe solution for the junction of Cumming Street and Oxford and Old South Roads. A useful community notice board for local groups with contact details. Diverse community adult education classes at the school.
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Centres Focus Group Deliberations Stimulate fresh initiatives to encourage the commercial area to develop and enhance a unique and special character Encourage small scale, cottage industry and craft businesses Develop traffic calming initiatives to make the township centre safer Encourage the township to be a less vehicle dominated environment Develop a better streetscape design in Carthew Street to enhance special character of the village centre area Develop a plan to enable Carthew Street and Old South Road to have a social role as well as a utilitarian one. Provide safer pedestrian movement opportunities.
Public Submissions Attracting new businesses Provide an ATM machine for cash withdrawals. Developing the Okato centre to attract more visitors. Maintaining the village atmosphere. Encouraging employment opportunities. Attracting young people and new talents
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Ōmata – In the rural landscape Community Survey The focus group developed a community survey that was available online, with paper copies available from two community locations. It was available for six weeks and attracted 81 responses.
Connection to Ömata The survey asked respondents to identify what their connection to Ōmata was, with the opportunity to mark all that applied. They responded as follows:
66 respondents said ‘I live in Ōmata’. 23 respondents said ‘My children go to school in Ōmata’. 18 respondents said ‘I have family who live in Ōmata’. 17 respondents said ‘I work in Ōmata’. 8 respondents said ‘I used to live in Ōmata’. 5 respondents made a comment under ‘Other’.
What is important about Ömata One of the survey questions was, ‘What is important to you about Ōmata?’ followed with tick boxes labelled, ‘the clean, green environment, the rural character, the sense of community, the lifestyle, Ōmata’s history, and the people living there.’
72 respondents said ‘the rural character’. 61 respondents said ‘the lifestyle’. 61 replies said ‘the clean, green environment’. 51 said ‘the sense of community’. 40 said ‘the people living there’. 48 said ‘Ōmata’s history’. Other Comments Beautiful little settlement. Love it! Please support and protect it. It’s a great place to live and raise a family. I have lived here for 71 years so it must be a good place to live.
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Environment
Focus Group Deliberations Provide ongoing protection for the coast. Extend full coast reserves from New Plymouth to Okato. Retain Ōmata’s rural character. Make Ōmata a ‘Green Belt’ with tighter restrictions on subdivision. Reserve Ōmata area for ‘lifestyle’ living with lifestyle properties. Recognise and protect all historical and cultural sites. Encourage and inspire the community towards zero waste. Protect and enhance community waterways and wetlands. Protection and enhancement of Back Beach environment and Tapuae Beach reserve. Become an environmental centre - looking at sustainability, community green spaces, education centre, permaculture principles.
Public Submissions Riparian planning of stream banks and pond margins with fencing to exclude stock from streams. Access to Ngahoro wetlands. Designating the Herekawe Stream as a protection zone for eels. Retain the green field space between Ōmata and Spotswood Sunday. Put in a recycling station at the end of Hurford Road. A dump station for rubbish to minimise the amount of rubbish dumped on Beach Rd, Te Ngahoro Rd and Centennial Drive. A pest control initiative for the whole Ōmata area where we all get on board as a community. Planting of all remaining wetlands and waterways. These areas need protecting.
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Destination Focus Group Deliberations Development of the Waireka paper road, encompassing Waireka battle information and sites as historic venues that are accessible to all. All historical sites to be protected and recognised with appropriate signage. Allow no freedom camping unless a designated area is established to channel them with the facilities, which could be associated with a reserve area. Develop a bridle path and mountain bike track from Ōmata to Oakura with a parking area for floats. Promotion of the marine reserve as a tourist destination
Public Submissions Developing paper roads as tracks to provide easy access for walkers, bikers, horse riders. Developing a walkway from New Plymouth to Oakura placing New Plymouth on the map as a destination for day hikes. Developing an information site with the history of Ōmata. Protection of Ōmata’s historical sites. Maintain the paper road between Waireka East and West. Open paper road at end of West Waireka down past DOW AgroSciences to the beach. Don’t develop anything for tourists - leave it as it is unspoilt
Growth, Industry and Talent
Focus Group Deliberations No more urban creep towards Ōmata - Green Belt principles. Keep the rural feel of the area - no small section subdivisions like Bell Block. When new infrastructure is taken past Ōmata to Oakura, include the Ōmata area in the planning to future proof the community - i.e. sewer, fibre. Support and encourage food production in Ōmata/Oakura area Support cottage industries, artist studios, natural health, boutique accommodation, garden centres, and market gardens. No further expansion of the tank farm in the industrial zoned area. Compulsory green belts, green space and native plantings for significant developments. Ultra-fast broadband to be available in all the Ōmata area.
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Public Submissions Controlled development of industry along main road (e.g. design and location of buildings, type of industry). All Ōmata residents having access to high speed internet to lessen impacts on the access to technological devices and the use of technology. Better cell phone coverage for all Ōmata residents. Only allow subdivision that does not greatly affect views or view shafts. Subdivision laws to allow the flat land around Ōmata to be broken up for horticultural use such as orchards and market gardens. Maintaining rural character. Community and Citizens
Focus Group Deliberations Upgrade Ōmata Hall including a bar/function facility. Improve safety on all entries and exits to SH45 from Waireka Road, Hurford Road, Sealy Road and Waireka Road East. Provide footpaths on Highway 45 between Beach Road, Waireka Road East and Holloway Road Reduce the speed limit in the current zone on SH45 to provide better egress, reduce noise for residents, and encourage a safer community. Provide a walk and cycle trail from Ōmata to Back Beach. Don’t encourage freedom camping. Make Waireka Road West an exit only onto Highway 45.
Public Submissions Footpaths for safe walking in Ōmata township between Beach Road and Waireka Road East intersection. Improved traffic flow on Holloway Road during peak school traffic. Improved safety of the exits and entries on SH45. Review of the current Ōmata speed zones. Providing a community orchard and a community green space or domain. Expanding the Ōmata Community Hall. Providing a community noticeboard A bike park and track for local school children. Removal of the high voltage pylons and powerlines. Providing safer walking areas from Ōmata to Back Beach down Beach Road. Provide better visibility at the intersection of Beach Road and Te Ngahoro Road. Lower the speed limit on Beach Road. Improve traffic calming processes on Hurford Road. Improve traffic safety processes on Sealy Road and Hurford Road intersections with Highway 45. Lower the speed limit on Hurford Road.
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Key Issues Public Issues Providing footpaths for safe walking in Ōmata township between Beach Road and Waireka Road East intersection (82% support, 14% neutral). Maintaining the paper road on Waireka Road, for people to walk, bike /or horse ride on (77% support, 21% neutral). Improved safety of the exits and entries on SH45 within the Ōmata community (84% support, 14% neutral). Keeping the rural character of the land (84% support, 9% neutral). Restoring the natural coastal vegetation known as the ‘herbfield strip’ (74% support, 24% neutral). Restoring the native ecosystem with native plants and trees (79% support, 19% neutral). Improved facilities for freedom campers (28% support, 25% neutral, 47% opposed). Improved school bus services (63% support, 33% neutral). Protection of Ōmata’s historical sites (90%, 9%). Focus Group Issues Provide ongoing enhancement and protection for the coastal strip. No encouragement for freedom camping. Ongoing retention of rural character. No urban creep between New Plymouth and Oakura. No industrial areas Recognise and protect historical and cultural sites. Enhanced development of basic services in Ōmata area such as sewerage reticulation, footpaths, street lighting. Ultra-fast broadband access to all parts of Ōmata. A better public bus service. No further expansion of the tank farm. No LPG storage at the tank farm. Remove Power Pylons running through Ōmata - Paritutu lands. Provide better traffic calming and signage solutions to the Ōmata section of Highway 45 and the rural road network. Better pedestrian access within the 80km speed zone. Protection and enhancement of local waterways and wetlands. Upgrade Ōmata Community hall. Focus Group Aspirations Development of local pedestrian, cycle and bridle tracks and trails linking the community to the beach and New Plymouth and along the coast to Oakura. Make provision for suitable horticultural land around Ōmata and encourage small cottage industries. Development of the Waireka track encompassing Waireka battle information and sites as historic venues accessible to all. Public Aspirations A cycle and walkway from Oakura to New Plymouth (85% support, 10% neutral). A cycle and walkway between Ōmata and Back Beach (91% support, (9% neutral). Developing the paper road on Waireka Road, for people to walk, bike and horse ride on (77% support, 21% neutral). Promotion of the Tapuae Marine Reserve as a tourist destination (46% support, 31% neutral, 23% opposed). Provision of a community orchard (48% support, 32% neutral, 20% opposed).
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Provision of a community green space or domain (54% support, 31% neutral, 15% opposed). Expanding the Ōmata Community Hall (46% support, 41% neutral, 13% opposed). Developing a community swimming pool (50% support, 28% neutral, 22% opposed).
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Concluding Remarks From the considerable amount of feedback received it is clear that residents of the Kaitake Community Board area choose to live here because of the lifestyle they have, value and wish to retain. Residents want to stay connected to each other and be engaged as builders of our future community rather than just consumers and critics. Residents have a clear understanding of the bigger picture and recognise growth as inevitable, it will happen whether we are ready or not but it won’t necessarily lead to satisfactory sustainable community outcomes if the community are not engaged in meaningful processes about how that growth is managed.
The outlined issues are issues right now, not ‘could be’ issues that may present over time. Therefore development that is not guided by appropriate, concise and well-informed decision makers will exacerbate the problems that are emerging in the community and we will miss the opportunities that are already in front of us. The issues and opportunities for our Board area extend beyond the scope of district council operations and as a Community Board we must work closely with the Taranaki Regional Council, Venture Taranaki Trust, the Department of Conservation, the Taranaki District Health Board, the South Taranaki District Council and a range of other community partners. A cohesive, collaborative, planned approach to Kaitake’s development is required and an approach that puts local community values first must be embedded in the district and regional Councils’ policy planning processes and investment decisions.
A strong and sustainable community is one that grows at a rate that is appropriate and practicable; it must improve the quality of life for all within the carrying capacity of our community and environment. This is the future that we want for the Kaitake Community Board area.
Whakapūpūtia mai ō mānuka, kia kore ai e whati. Cluster the branches of the mānuka, so they will not break.
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Acknowledgments Thanks are given to the Kaitake Community Board (current and previous): Doug Hislop, Paul Coxhead, Mike Pillette, Keith Plummer and Graham Chard (now joined by Paul Veric) who have driven this original project. While the stewardship for this project rests with the Kaitake Community Board, the Board continues to work in collaboration with wider focus groups of interested and talented local people from across the three communities. Focus group members participated significantly in the development and application of the way this project unfolded. They have given freely of their time and expertise over a long period to enable the Community Board to reach this point. Special mention is made of the following individuals:
Ōmata Focus Group: Kim Ferens, Blair Withers, Megan and Ryan Gargan, John Matthews, Pat Murphy, Catherine and Roger Jones, Bill and Val Donald (now joined by Aneka Carlson, Josie Roberts and Bena Denton).
Okato Focus Group: Jared McBride, Fay Mulligan, Marian Richardson, Matt Hooker, Jim Lawn, Rex Neilson, Craig Dingle (Chair - Egmont Plains Community Board), Mel Abbott, Deb Burmeister, Catherine Cheung, Penny Cullen, Dave Lilley, Catherine Dostal.
Oakura Focus Group: Matt Crabtree, Norton Moller, Matthew Ruakere, Tari Norris, Paul Lobb, Jeff Salisbury, Richard Shearer, Milou Barrett, Grant Aitken, Allen Juffermans, Glen Brebner, John Haylock, John Ardern and Stefan Kiss (now joined by Sharron Steen, Grant Aiken, Hayley Bennett, Gillian Gibbon, Matt Peacock, Allan Barrett, Tim Costello, and Sam Dixon).
We recognise a large part of the Okato community is situated in the South Taranaki District Council’s area and we are also grateful for the very positive support we have received from the South Taranaki District Council, allowing us to operate in their rohe.
There have been many other individuals and groups who have contributed substantially. They must also be acknowledged for their interest and commitment. The invaluable support from all quarters has enabled those of us with a genuine interest in the community to communicate amongst the wider public and provide meaningful input back to the project.
Thanks are also given to Juliet Johnson, Martha Dravitzki, Jo Eager, Jayne Beer and Julie Straka from NPDC for their support and guidance throughout this journey and to Dr Louise Tester of Guild Research who coordinated the development of the final plan.
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45 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
APPENDIX 1 – 2020 Points of Entry Details Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 1
Address traffic safety issues Traffic and Many dangerous hotspots exist for pedestrians, bikers Providing interventions that Part of this project will require within the Ōmata, Oākura and Movement and drivers within our three communities that aren’t make the highway and strong working relationships Okato communities, in being addressed. adjacent streets in our three between Council and the NZ partnership with the New communities safer by Transport Agency. However, Zealand Transport Authority, Ōmata reducing opportunities for without concerted action the by implementing interventions The speed of traffic on the highway through Ōmata is a speeding and aggressive situation can only get worse, that make the highway and major concern. Turning into or out of side roads driving will enhance giving rise to an increase in adjacent streets safer by (Waireka East, Hollaway, Pheney, Hurford and Waireka pedestrian and cyclist comfort accidents and fatalities. reducing opportunities for East) is particularly difficult and dangerous. and flow. speeding, aggressive driving Changes to accommodate and enhancing pedestrian and Review speed limits and implement traffic calming pedestrians and cyclists are cyclist safety, comfort and measures, enhance parking, and upgrade and extend effective at slowing traffic to a flow. footpaths and cycleways for increased people-friendly speed. Our residents are avid walkers and Oākura cyclists and know cycling and walking facilities provide a There are many areas of concern, due in main to wide range of benefits to population and destination growth and the increasing them, their community, and numbers of through traffic. the surrounding environment. Review speed limits and extra calming measures in Most are keen for their Oākura. children to travel that way to
Shift the Oākura eastern 50kph restriction sign to the school rather than by vehicle other side of the Corbett Park entrance. but they require safe passage Upgrade and extend footpaths in Wairau Road. for them to do so. Ensure safe pedestrian and cyclist passage to Oākura This project would link with the development of the School from all parts of the village. Address the lack of parking in the Oākura CBD. Oakura CBD Master Plan Address traffic congestion in Donnelley Street. project (see below). Review the limited parking on the Oākura beachfront and plan for extension. Shift the Tasman Parade through road to behind the
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46 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
OBC and away from the OBC, surf shop and NPOB surf club.
Okato
Addressing traffic safety has been identified as a key issue for Okato residents for years. The risks are heightening, with new housing development and the impending establishment of a new Farmsource store. Identify and plan strategic measures to reduce vehicle speeds through and around Okato. Upgrade and extend footpaths in Carthew Street to the Hampton Road intersection. Extend and connect footpaths to the pedestrian crossing in Oxford Road adjacent to the Coastal Taranaki School entrance to allow students to travel safely to and from school on foot. Shift the western highway 50kph restriction sign to the other side of the Kaihihi Stream bridge and implement a further 70km restriction to the Hangatāhua River bridge. This information demonstrates there is a long history of ongoing issues that have attracted little action from NPDC. For the past ten years, the KCB has been submitting to the LTP’s and subsequent AP’s to get NPDC to address various safety issues. These include: 2010 Address the limited main street parking in the Oākura commercial area. 2012 Finish the footpath construction in Oākura on the eastern side of upper Wairau Road adjacent to Highway 45. Finish the footpath construction in Oākura on the western side of lower Wairau Road. Construct a footpath in Okato between the corner of Hickford Place and the pedestrian crossing opposite the school on Oxford Road. Initiate an Oākura traffic study to identify
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47 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
future highway, road and street network issues. 2013 Initiate an Oākura traffic study to identify future highway, road and street network issues. 2015 Construction of a footpath in Okato between the corner of Hickford Place and the pedestrian crossing opposite the school on Oxford Road. 2016 Develop Local Area CBD Blueprints for Okato and Oākura.
2017 Further Oākura footpath construction required. 2018 Address Oākura footpath construction and traffic safety issues within the Okato community.
The 2017 Kaitake Community Plan - a thirty year vision states under Community and Citizens: Review speed limits and implement traffic calming measures, enhance parking, and expand and upgrade footpaths for increased pedestrianisation. Timeframe 1 - 3 years.
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48 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 2
Address the need for better Community Ōmata Well-designed pathways, trail, pathway and cycleway and Citizens Expand and upgrade footpaths and cycleways for cycleways and bridle paths Increased public access to connectivity throughout the Parks and increased pedestrianisation, especially to and from the are an important part of a sensitive natural areas (including Kaitake Ward. A network of Open Spaces Ōmata School. community. Homes, parks, native forests and beaches) pathways, cycleways and Destination Beach access is reviewed and improved and the public beaches, shops and schools pose threats to ecosystems and bridle paths is planned and right to use and access beaches is appropriate for the can be connected by safe threatened species through developed. Significant non- protection of the environments and respectful of mana walking and biking routes. disturbance/harassment by vehicular connections north to whenua. (see The Ōmata Community Engagement Such trails allow all members human activity, as well as New Plymouth, south to Okato Project Report - 2017). of the community a chance to invasive weeds notably spread and to Mounga Taranaki are Oākura enjoy the outdoors and get by horses. These maybe essential. Complete the linking of footpaths (submitted a number physical and mental health minimised through thoughtful of times since the 2012/22 LTP). benefits. They also provide planning with the precautionary Design and complete the walkway/cycleway access ‘bump’ spots where people principle, risk assessment, connection between the Whenuariki Stream and Timaru meet and interact with each signage, education and Stream footbridges. (submitted a number of times other. monitoring. since the 2010/11 AP). The need for optimisation of Complete the Pukeiti to Oākura trail with emphasis on existing open space areas and parking provision for visitors. walking tracks was identified Undertake a feasibility study to provide a safe in the Oākura Sport and walkway/cycleway from Oākura to New Plymouth and Recreation study (May 2011) link to the Kaitake Trail. (see The Oakura Community and the Kaitake Community Engagement Project Report - 2014/16, and the KCB Plan (October 2017) as was 2018/28 LTP submission). the potential for additional Provide an all-weather hard surface walkway/cycleway loop tracks and walkways, through Matekai Park. and to facilitate options for Maintain and upgrade the beach trail between Oākura key connectivity between Holiday Park and the footbridge over the Whenuariki community centres. Stream. It was also recommended Complete the coastal trail from the Timaru Stream to that development of a track Fort St George. classification and standard for Complete the mountain bike and pump track in Shearer application to existing Reserve. pathways and tracks to assist Review and improve disabled beach access. improving quality and
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49 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
Ensure the public right to use and access beaches is consistency throughout the appropriate for the protection of the environments and existing network with these respectful of mana whenua. classifications and standards Okato to be included in operational Completion of linking footpaths (submitted a number of maintenance plans. times since the 2012/22 LTP). Investigation of more trails re: paper roads on Hampton and Leith Roads. Carry out a feasibility study to re-establish the Stony River walkway loop track and upper bridge. Beach access is reviewed and improved and the public right to use and access beaches is appropriate for the protection of the environments and respectful of mana whenua. Ensure sensitive beach breeding areas and species (e.g. NZ dotterel/tūturiwhatu) that are under threat due to uncontrolled beach access, quad bikes and dogs are fully protected. (see The Okato Community Engagement Project Report - 2016/17).
The 2017 Kaitake Community Plan - a thirty year vision states under Destination: A network of pathways, cycleways and bridle paths is developed. Timeline 1 - 3 years.
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50 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 3
Better protection of Community As our population and tourist numbers increase The place of Te Ao Maori Any misinterpretation of significant cultural and and Citizens and public interest grows all known sites of within the community will cultural or historic heritage sites should be Parks and cultural significance and historical heritage need be strengthened. significance runs the risk of addressed throughout the Open Spaces to be recognised, protected, and their stories told. alienating tangata whenua. Kaitake Ward. Engage with Destination Giving key Māori figures or mana whenua to ensure The 2017 Kaitake Community Plan - a thirty year scholars the lead roles and appropriate pathways to vision states under Environment: Sites of cultural actively involving tangata such sites and signs with significance and historical heritage are whenua would minimise such relevant heritage recognised, protected and their stories told. risks while building strong information are provided, Timeline 1 - 3 years. partnerships. along with realistic protection measures.
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51 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 4
Better management of Parks and Access to Tataraimaka Pa should be limited, with Respecting our iwi and The relationship between freedom camping across Open Spaces freedom camping prohibited. hapu concerns and mana mana whenua and territorial the Kaitake area is Destination Protection of urupa at Ahu Ahu Road is whenua aspirations for the authorities may suffer. necessary. Address necessary. integrity of its significant The protection of natural Freedom Camping for New A review of freedom camping at Corbett Park is sites will be maintained by habitats, and native species Plymouth District, which required. limiting overnight camping populations can decline. will subsequently address Better management and facilities at the Okato at them. Better facilities Community social amenity the Kaitake community’s Domain for overnight camping is needed. where freedom camping is values may be compromised. concerns specifically but allowed will help ensure not exclusively: meaningful that rubbish and hygiene and resourced issues are minimised. enforcement/compliance, setting up of suitable and community approved freedom camping areas.
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52 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 5
Develop an Oākura CBD Community A cornerstone message in the Oākura Community The Oākura community Without an understanding of Master Plan and Citizens Engagement Report 2014/16, ‘Oākura - A has always acknowledged how the Oākura community Growth, Growing Community’ was for Oākura to maintain that future growth is acts as a unit current Industry and its village identity and character. Many residents required and will occur. infrastructural planning Talent stated this during the KCB’s extensive Through the KCB and the delivers a disjointed Environment consultation processes. Oākura Focus Group the piecemeal approach that For the past decade as Oākura has grown as a community has set out to erodes the social amenity destination there has been progressively limited address this in a way that value of Oākura. The parking in the CBD. provides for the social, pressures resulting from a There have been new premises erected and cultural and environmental growing population and others redeveloped, but there is no coherent well-being of Oākura. increasing tourism demand, plan. The types of actions have the potential to put the provided to Council Oākura community and its The KCB has submitted on getting such a CBD through this list of POE’s coastal environment at master plan done in 2016 and 2018. all add to the community’s significant risk. Shortly a new 10 shop centre will open in the vision to retain its unique CBD. The new development has made provision values. for only 6 off-street parking spaces. Shoppers To appropriately address who want to conveniently park close to the shops and manage these will not be able to find one on-site. Consequently challenges, the KCB they will have to take up one of the already considers it essential to limited available spaces on the highway. There is take a long-term view and no data showing peak demand times for CBD ensure that development is highway parking, or what the stresses on parking undertaken in a smart and availability will be within certain walking distances sustainable manner that of the new development. We are certain there will responds to both the be significant downstream issues with vehicles issues and aspirations of parking in Donnelley Street, Hussy Street, The the community, now and in
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53 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
Outlook, and at Oākura Hall. This will have major the future. At this point the amenity consequences throughout the village and development of a CBD there is a local view that NPDC does not have a Master Plan is timely. clear comprehension of the existing situation. A feasibility study is needed to look at the future The 2017 Kaitake hall/community centre needs of the community as Community Plan - a thirty the social hub of the community. year vision states under Oakura Hall seismic strengthening is required. Community and Citizens: Development of CBD/township plans that programme township upgrades and enhancements to maintain amenity and rural character. Timeframe 1 - 3 years. And under Environment: Maintain rural character and feel of the townships. Timeframe 1 - 3 years.
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54 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 6
Develop an Oākura Community There is no stormwater catchment management With a robust stormwater Urban growth and climate stormwater network and Citizens plan for Oākura. management plan there change may bring much management plan Growth, There is insufficient information to manage the will be more surety for the greater flood risk and water Industry and results of stormwater through future urban community regarding the contaminant issues to our Talent development. The community already effects of future staged three water courses and to Environment experiences flooding issues from urban urban growth. The Oākura Beach unless a plan Stormwater development of upstream areas. biodiversity impacts can be is developed. drainage Poor stormwater management leads to assessed and managed in environmental degradation of the three water a more realistic manner. courses that are used for drainage (Matekai, Wairau, and Waimoku Streams). There is a lack of engagement with mana whenua regarding the environmental impacts of stormwater on what native species (fish, bird species, and insects with aquatic larval stages) are established and depend on these streams for feeding, dispersal, breeding, or over-wintering to complete important parts of their life history.
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55 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 7
Enhance Kaitake-wide Community A comprehensive review of the current waste There is a great deal to Collaboration with the waste management and and Citizens management programme, including organic gain by improving our Taranaki Regional Council is minimisation processes. Growth, wastes from households, commercial/industrial waste management needed in some areas of this Industry and premises and public lands, recyclables, hazardous system, notably through project. Talent wastes and others is required. avoiding wastes and There will likely be resistance Waste Based on the review, develop local and turning the rest into from some businesses. Management environmentally friendly organic waste resources. Resource management systems, possibly involving Local solutions support Recovery community composting initiatives and/or biogas local jobs and foster generation. community ownerships Review the rural Okato transfer station service in while substantially terms of accessibility and customer experience. reducing the Improve services for diverting waste back to the environmental and New Plymouth base through a rural recovery economic costs of long plan. distance trucking. Engage with the Kaitake rural community to Waste minimisation at the identify where rural waste services can be root eases demand on expanded. natural resources, reduces Develop an illegal dumping strategy to more pollution problems and effectively address this growing issue. helps to address health Put in place regular inspections of the Oākura issues associated with closed landfill site. sugar drinks and processed Develop programmes to substantially reduce foods. plastic packaging including single-use drink bottles, and promote zero packaging.
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56 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 8
Develop a Kaitake-wide Community Just transition to a zero carbon economy has This project would It will require collaboration distributed renewable and Citizens become a central and regional government policy. demonstrate NPDC’s with central government energy system. Growth, Renewable energy generation and distribution at commitment and agencies, power companies, Industry and household and community levels can play a key leadership in just new tech companies and Talent role, especially when smart grids, battery storage transition. It will build community organisations. Energy and electric vehicles are incorporated into the community resilience in system. We seek Council support in: terms of energy security. Review of rules and regulations to create an enabling regulatory environment. Technical advice to households and communities. Financial incentives to remove financial barriers.
KCB - 9
Carry out an Okato water Community Water shortage has escalated in recent years, due This will enhance Water shortage issues conservation and supply and Citizens to inefficient water use, increased housing community resilience, continue. There is a risk that review, using community Water Supply development, agriculture demands and climate provide jobs to tradesmen at the height of summer engagement processes. change. Residents must use our water resource and reduce the burden on Okato may not have a more smartly than flushing our toilets with Council in securing a new potable water supply. reticulated, drinking water. We request: water source and the costs Council support for rainwater tank and greywater associated with its reuse systems for existing households. treatment and delivery. New district plan rules to mandate such systems This can be a natural for new houses and development. expansion of the useful Ngā Whare Ora Taiao o Ngāmotu.
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57 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 10
Carry out an Okato Pool Community This seasonal pool is not compliant to the The Pool has a large user It is difficult for physically Accessibility upgrade. and Citizens required accessibility standard. base and acts as the impaired students and others Venue and It is the only public swimming pool between school pool for Coastal to enjoy full access to the Events Opunake and New Plymouth and is 28km distant Taranaki students. pool and its facilities. from the NP Aquatic Centre.
KCB - 11
Develop an Okato Community With increasing risks from natural disasters, A local emergency Successful management of Community Emergency and Citizens pandemic and growing population, it is critical response plan would any public emergency begins Response Plan. Emergency that Okato has its own emergency response plan. empower the Okato at the local level. When a Management The Okato community has requested this and the community and responsible community is prepared to NPDC Civil KCB made submissions (2012/22 LTP and agencies and groups, so quickly deal with a local Defence 2016/17 AP). It remains a priority for the that we are better able to emergency the impact can be Centre community. respond to and manage minimised. An emergency Resilience emergencies collectively response plan makes our Project and quickly. It would help community, safer, more to reduce the burden on resilient, and better Council. prepared. Failing to engage with the Okato community in developing a Community Emergency Response would leave the community unprepared and agencies unable to deal with potentially dangerous emergencies.
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58 1.1 Kaitake Community Board Agenda (21 September 2020) - Community Board Plan
Kaitake Community Board Plan 2020-2023
Project Significant Why it is needed The benefits Risk Analysis Activity
KCB - 12
Carry out an Okato Community The Okato residential area is in a high water table It is prudent to look into Failing to deal with our wastewater management and Citizens environment. Many of the household septic tanks and invest in wastewater issues will review and feasibility study. Growth, are old and compromised, threatening the environmentally jeopardise both the Industry and environment and human health. Such threats are responsible options now. environment and human Talent growing over time and with population Delaying action will only health. Wastewater growth. We request: increase the financial and Management environmental costs to the A review of the current wastewater situation. community. A comparative study on alternatives that are local and environmentally responsible, with discussions on potential Council support and investment.
SUPPORTING DOCUMENTS Available on request. Documents with asterisk* are also available on the New Plymouth District Council website (www.newplymouth.nz)
The following documents have informed the development of the Kaitake Community Plan.
Coastal Strategy* - 2006
Mana Whenua Mana Moana Position Paper - 2006
Oakura Structure Plan* – 2006
Oakura - A Growing Community Report – 2017
Okato - A Connected Community Report – 2017
Omata - In The Rural Landscape Report – 2017
Kaitake Community Board Community Plan Review Survey documents - 2020
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59 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2
THREE WATERS NETWORK MAINTENANCE SERVICE REVIEW & TERM EXTENSION
MATTER
1. The matter for consideration by the Council is a variation to contract to extend the existing Three Waters Network Maintenance contract with City Care Ltd by an additional term of three years. The variation follows a s17A Review under the Local Government Act 2002.
RECOMMENDATION FOR CONSIDERATION That having considered all matters raised in the report Council notes the variation of contract to extend the term of the of the existing Three Waters Network Maintenance contract for three years which may include removing or adding activities to the scope of the contract.
STRATEGY & OPERATONS COMMITTEE RECOMMENDATION 2. The Strategy & Operations Committee endorsed the recommendation.
DISCUSSION
3. Council has a maintenance contract to operate and maintain its three waters network (the pipes, valves etc.) which form part of the drinking water, wastewater and stormwater reticulation network. This contract includes the operation of 32 sewer pump stations. This contract has an annual contract value of $4 million and consists of three, three year terms (making a total contract term of nine years). It is currently with City Care Ltd and is due to expire on 30 June 2021.
4. Ordinarily this contract would be retendered for another nine or ten years. However due to the following events it is considered prudent to delay the retender of this contract for a further period of three years. These events are:
a) A review of the delivery of the activities included in this contract has identified that it would be more cost effective to bring some the activities included in this contract in house;
b) The economic uncertainty created by the Covid-19 outbreak and central government and Councils have a desire to wherever possible provide business and employment certainty during this period;
c) Recent progress by the Government’s three waters reform indicates that there is a high likelihood that within the early period of any retendered contract there is a high possibility of disruption to the current method of three waters service delivery including the possibility that these could be
60 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2
amalgamated with other water service providers under a new publically owned entity.
Review of Method of Delivery of Service
5. Under Section 17A Delivery of services of the Local Government Act 2002, Council must review how it delivers the services covered by this contract (good quality local infrastructure) to ensure it is cost-effective and meets the needs of its communities. Council officers have undertaken such a review and the conclusions are summarised below.
6. The Network Maintenance Contract (currently Contract 12/PM01) is due to expire on 30 June 2021. 15 activities within the contract (Appendix 1) were evaluated to determine whether they should continue to be contracted out or be brought back in-house once the contract ends.
7. A review of how to deliver the tasks covered by the Network Maintenance contract was undertaken by Council officers. Without making changes to the services delivered (i.e. not making any level of service changes) two viable options for delivering the services were considered: continue with the status quo of delivery via outsourcing to a contractor or bring some or all of the activities in house.
8. The review consisted of an initial high level review of the feasibility of bringing the various tasks in house based upon the number of staff and the impact of organisational structure and accommodation (i.e. the scale of reorganisation that maybe required to accommodate the new staff), the investment in plant and equipment (some of this is highly specialist and expensive and it may not be adequately utilised if brought in house) and the impact this would have on the overall viability of the remaining network activities (i.e. would there be a suitable critical mass for a contract).
9. Following this initial review a cost comparison between the current contract and the estimated cost of bringing the activities in house was undertaken.
10. The following table summarises the cost benefit of those activities considered feasible to bring in house:
No. Item Savings / (cost) 3,4,5,6,7,8 Backflow testing, meter reading, restrictor inspection, water trunk main and pipe bridge inspection, flow and pressure audit (3 FTE) $72,900 10 CCTV ($205,000) 11,12 Sewer trunk main and pipe bridge inspection (1 FTE) ($36,300) 14 Sewer pump station Operation and Maintenance (3 FTE) $156,300
61 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2
11. Due to the high cost and high level of expertise needed for the CCTV inspection it is not worth bringing this in-house.
12. It is apparent that it would be more cost effective to deliver the following activities in house: Backflow testing; meter reading; restrictor inspection; water trunk main and pipe bridge inspection; flow and pressure audit; sewer pump station operation and maintenance. The total cost saving would be $229,200 per year.
13. CCTV and sewer trunk main and pipe bridge inspection are not cost effective. However it may be worth considering bringing in house the sewer trunk main and pipe bridge inspection activities as these are associated with maintaining good oversight of Council’s critical assets. If this was brought in house the total cost saving across the activities would be $192,900 per year.
Three Waters’ Reform
14. On the basis of the Havelock North campylobacter outbreak enquiry, Government has launch a package of reforms to the three waters regulatory system in New Zealand.
15. Government has advised that the status quo for is not acceptable and change is needed. It considers larger multi-regional delivery entities are needed but has made it clear that water services must remain in public ownership.
16. Council has resolved to accept a grant from the Crown in return for participating in a review of options for reform of Council’s three waters delivery.
17. The Government has established a dedicated Water Services Regulator entitled Taumata Arowai to oversee and enforce a new drinking water regulatory framework. It is also currently considering the Water Services Bill. Once enacted it provides the Regulator with the regulatory framework necessary to enforce mandatory compliance including the requirement for water suppliers to be authorised, the ability to set minimum standards that water suppliers must comply with, the ability to issue compliance orders and the ability to appoint an “operator” where the water supplier has …persistently failed to comply with 1 or more legislative requirements (effectively statutory management).
18. During recent workshops the Department of Internal Affairs (DIA) provided indications that as early as three years’ time changes to structure are envisaged.
19. Via the Mayoral forum the three district councils in Taranaki are undertaking a study of the options available to the councils for better shared services or changes to their three waters service delivery structure.
20. Whilst water reform has not been forced upon any water suppliers, the regulatory changes described above along with the Governments clear preference for larger water suppliers indicates that change is highly likely.
62 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2
21. There is therefore significant uncertainty in the area of three waters service delivery and it is considered a risk to retender a long term contract during a time of uncertainty as this may make water reform in whatever its new form less effective.
Covid-19 Business Certainty
22. The Covid-19 lockdown has had a negative impact on many businesses, including the Council’s. The original programme prior to Covid-19 for this contract scheduled the retendering in mid-2020. This was to allow time for any new organisation to set up and transition to a new contract.
23. The completion of the 17A service review was delayed due to the lock down and this also impacted negatively on the original timeframe for retendering.
24. Recognising the negative impact of Covid-19 on the business community, Council launched a recovery initiative called Get Us Back On Our Feet (GUBOOF). As part of the GUBOOF initiatives, a procurement recovery plan was adopted by Council on 30 June 2020 aimed to maximise efficiency in NPDC’s procurement processes, add confidence to our local suppliers by identifying a number of go local initiatives to low value procurements. Whilst this contract is a high value contract it does align with the intent of the GUBOOF initiative.
25. City Care Ltd has a large local presence and has been established in the New Plymouth and the Taranaki region for sixteen years. It employs over 50 local people in a variety of roles. By extending this contract for an additional period of three years Council will be providing this business and these local workers with certainty of employment during the economic recovery.
26. The adopted procurement recovery plan identifies the option to extend contracts outside of the current Terms and Conditions. This option is undertaken when procurement and contract planning has been negatively impacted by the Covid- 19 pandemic.
NEXT STEPS
27. Before the proposed activities and roles are bought in house, two processes need to be followed; discussion with the existing contractor on how to transfer these activities (a transition plan) and discussion with existing Council staff on how these positions would best be incorporated into the Council’s organisational structure.
28. Council has resolved to sign a memorandum of understanding to participate in reviewing three water reform and receive a grant. Whilst this grant has no commitments the next tranche of grants may be linked to commitment to participating in some form of reform.
63 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2
29. The Chief Executive will commence negotiations with City Care Ltd to extend the current contract for three years. This may include increasing or decreasing the scope of this contract and bringing some activities in- house.
SIGNIFICANCE AND ENGAGEMENT
30. In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as being of some importance because the decision will not change the level of service to the community, just how the service is provided.
31. The Council has delegated authority to Council officers to execute the variation of contract as it falls within the financial authority limits and is approved in the Long-Term Plan. As the variation involves a significant sum of money the matter is being referred to Council for information purposes. No public engagement is required.
32. The decision is reversible as it only extends the contract which can be retendered in the future. Similarly any activities which are brought in house can be outsource in the future if that is decided.
Financial and Resourcing Implications
33. These services are budgeted in the Long Term Plan so the contract variation does not introduce additional expenditure which is not otherwise already provided for.
34. The variation allows Council time to bring in house some of the activities which would provide a saving of up to $229,200 per year. If activities are brought in- house an additional seven FTE to be employed and additional plant such as vehicles purchased.
Risk Analysis
35. The benefits of bringing these activities in house include more direct control and oversight of some critical water safety activities, in particularly backflow prevention, and sewer pump station operation.
36. Backflow prevention is critical to the protection of water within the Council’s network as it protects the water quality by preventing contaminants from private property and industry backflowing into the reticulation.
37. Sewer pump stations are located at low points in the Council sewer network. Any disruption to their operation that is not responded to quickly can result in an overflow to the environment.
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38. Bringing the activities in-house creates an operational risk to the continuity of service. Implementing the changes will take time and there is a risk that if not implemented by the end of the current contract the Council will be left without adequate resourcing (staff and expertise) to carry out the activities. Extending the current contract by a further period of three years to provides time for assessment and implementation. This will also provide more certainty to the incumbent contractor to allow for a smoother transition.
39. Not retendering for the next three years of the contract creates a risk that contract rates have not been tested by competitive tender and Council is paying more for the service than it may otherwise pay. It is considered that the current rates are still competitive when compared to recently tendered rates for similar types of activities, e.g. backflow installation prices were tested and are less than other competitor’s rates.
40. It is expected that any new rates set via competitive tender in the current environment will attract a risk premium as contractors will have to price in the possibility of changes in scope (if activities are bought in house), uncertainty regarding the wider economy and supply chains due to the disruption caused by Covid-19 and the possibility of major disruption to the service delivery when the water reform process is completed.
41. The likely impact of Covid-19 will extend beyond the next 12 months and the likelihood that it will take another two to three years for more certainty to be known about water reform, makes it prudent to extend the contract by three years.
Promotion or Achievement of Community Outcomes
42. The Three Waters’ services contribute to Prosperity, sustainability and Community by providing infrastructure which provides for the safe provision of drinking water for the community and industry and treats wastewater to prevent disease and negative environmental impacts.
43. This decision aligns with Council’s Community Outcomes as all options will continue to provide these services.
Statutory Responsibilities
44. Council has obligations under the Local Government and Health Acts to provide the three water services covered by this contract. This decision aligns with these obligations as all options will continue to provide these services.
45. Under Section 17A Delivery of services of the Local Government Act Council must review how it delivers the services covered by this contract (good quality local infrastructure) to ensure it is cost-effective and meets the needs of its communities. The review undertaken and summarised in this report meets this obligation.
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46. Legislation is being passed through Parliament relating to three water reform. This includes the Taumata Arowai – the Water Services Regulator Bill which set up the water regulator and the Water Services Bill which provides the regulatory framework for future water supply in New Zealand. This may impact on the future structure of Three Waters’ delivery. Delaying the retender of this contract will enable Council to be more aware of the outcomes of this reform and take this into account when retendering the Contract. If this is retendered now Council may unintentionally expose the Community to future risk depending upon the outcomes of the water reform.
Consistency with Policies and Plans
47. The variation of contract is consistent with Council’s Long Term and Annual Plans as delivery of these services is budgeted. The variation is also consistent with Council’s Blueprint, particularly the Key Directions of Environment (by protecting the environment from the harm caused by wastewater discharges); Growth (by providing infrastructure which enables growth); and Industry (by providing the infrastructure necessary for industry to operate such as clean water and treatment of wastewater).
48. The variation is consistent with Council’s recently adopted Procurement Recovery Plan (Covid-19) for providing business certainty and certainty for employment in the region by avoiding the potential disruption caused by retendering a contract of this size during the Covid-19 economic upheaval. Participation by Māori and Community Views and Preferences
49. Council meets regularly with Iwi and hapu representatives via He Puna Wai and specific project working groups such as the Waitara Stormwater Project. Council is also working though many consent renewals, the process for which includes consulting with iwi and the community (such as neighbours and landowners, Department of Conservation, Fish and Game). Council also consulted widely with the community as part of the 2018 Long Term Plan in which water was specifically consulted upon following the water outage caused by ex-cyclone Gita.
50. Based upon previous consultation, it is understood that both Māori and the community hold water services in high regard and they have an expectation that Council will provide adequate water, wastewater and storm water services. It is also understood that these services must be delivered in the most cost effective manner.
51. A variation of contract will continue to provide these services. This decision relates to procurement and how these are delivered. Cost effectiveness of these services is considered by the Section 17 (A) review which considered the cost effectiveness of delivery. The contract variation provides the opportunity to bring activities in house and realise the cost savings.
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52. There is a separate process underway at a national level with regards to the delivery of three waters’ services. Delaying the extension of this contract whilst Government works though the water reform process provides time for more consultation with iwi and the community on the future structure of three waters services.
53. The DIA have advised that they will be running a specific piece of work as part of the water reform design to include Māori input and the principles of Te Mana o te Wai.
54. It is therefore considered that there is little benefit in any specific community consultation on this decision.
Advantages and Disadvantages
55. Contract variation has the advantage of providing certainty for a large local business as well as providing time to ensure a risk free transition for bring some activities in-house and it provides the best opportunity to understand what the outcome of the three waters reform before locking in another long term contract.
APPENDICES
Appendix 1 Scope of Contract 12/PM01
Report Details Prepared By: Mark Hall (Manager Three Waters) Team: Three Waters Approved By: David Langford (Group Manager Infrastructure & Assets) Ward/Community: District Wide Date: 18 August 2020 File Reference: ECM 8350164
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67 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Three Waters Network Maintenance Contract 2.1
Appendix 1 Scope of Contract 12/PM01
No. Item Description 1 Support Management, admin, mechanic, reinstatement, service marking, special e.g. property survey. Water Service 2 Water network On call 24 hours to respond to and fix leaks; hydrant repair, valve maintenance exercising and painting; fire hydrant painting; refreshing; pipe excavation and repair. 3 Water backflow testing Annual scheduled testing. 4 Water meter reading Monthly, quarterly and annual meter reading. 5 Restrictor inspection Annual inspections and check valve replacement. 6 Water pipe bridge Annual inspection of pipe bridges. inspection 7 Water trunk main Annual inspection of trunk mains. inspection 8 Flow and pressure Annual flow and pressure testing at a sample of manifolds. audit Wastewater Service 9 Sewer network On call 24 hours to respond to and fix overflows and clear blockages; maintenance flushing; air release valve maintenance; pipe excavation and repair. 10 CCTV CCTV sewer pipes based upon a list provided by NPDC. 11 Sewer pipe bridge Annual inspection of pipe bridges. inspection Two weeks work. 12 Sewer trunk main Annual inspection of trunk mains. inspection 26 weeks. 13 Sewer pipe lining Lining of pipes based upon a list provided by NPDC. 14 Sewer pump station The operation and maintenance of 36 sewer PS. including regular Operation and cleaning; responding to alarms; clearing blockages; scheduled Maintenance maintenance on pumps. Stormwater Service 15 Stormwater network On call 24 hours to respond to and prevent overflows; inspect and clean maintenance inlets; pipe excavation and repair.
68 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Travel Safety Improvements - Changes to speed Limits - Omata
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TRAVEL SAFETY IMPROVEMENTS – CHANGES TO SPEED LIMITS
MATTER
1. The matter for consideration by the Council is amendments to speed limits.
RECOMMENDATION FOR CONSIDERATION That having considered all matters raised in the report and pursuant to the New Plymouth District Council Consolidated Bylaws 2010 Part 5: Speed Limits, Clause 5.1, the following speed limits in the New Plymouth District be amended:
Beach Road, Ōmata Create an 80km/h permanent speed limit starting 150m west of the intersection of South Road (SH45), extending west for a distance of 890m, and terminating at Centennial Drive.
Centennial Drive, Ōmata Create an 80km/h permanent speed limit starting at Beach Road, extending north for a distance of 570m, and terminating at the existing 50km/h speed limit change on Centennial Drive.
Holloway Road, Ōmata Create a 30km/h permanent speed limit starting at South Road (SH45), extending west for a distance of 190m, and terminating at Waireka Road East.
Sealy Road, Ōmata Create an 80km/h permanent speed limit starting 100m east of the intersection of South Road (SH45), extending east for a distance of 2,260m, and terminating at the end of Sealy Road.
Te Ngahoro Road, Ōmata Create an 80km/h permanent speed limit starting at Beach Road, extending north for a distance of 830m, and terminating at the end of Te Ngahoro Road.
Waireka Road East, Ōmata Create a 40km/h permanent speed limit starting at South Road (SH45), extending south for a distance of 560m, and terminating at the end of Waireka Road East.
STRATEGY & OPERATIONS RECOMMENDATION
2. The Strategy & Operations Committee endorsed the recommendation.
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COMPLIANCE Significance This matter is assessed as being of some importance. Options This report identifies and assesses the following reasonably practicable options for addressing the matter: 1. Endorse the proposed amendments to speed limits. 2. Do nothing and retain the existing speed limits. Affected persons The persons/organisations who are affected by or interested in this matter are the local residents/property owners, AA Taranaki, NZ Police, Road Transport Association, the NZ Transport Agency (the Agency), and Ōmata School. The views of these persons/organisations are discussed in this report. Recommendation This report recommends Option 1 for addressing the matter. Long-Term Plan / No. Annual Plan Implications Significant Policy and No. Plan Inconsistencies
EXECUTIVE SUMMARY
3. New Plymouth District Council (NPDC) is proposing to reduce the speed limits in and around Ōmata in an effort to reduce the potential harm to the public associated with traffic crashes, should they occur.
BACKGROUND
Reason for the change
4. NPDC has received requests from the residents of Ōmata for reduced speed limits to improve safety in their area.
5. In addition to this, the Land Transport Rule: Setting of Speed Limits 2017 (the Rule) has come into effect, and the Agency has released the Speed Management Guidelines (the Guidelines); both of which encourage Local Authorities to review all speed limits on their roads.
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Why reduce speed limits?
6. For the majority of the roads in the district there is a mismatch between what is an acceptable speed and the current level of protection provided by the vehicle, the road, and/or any traffic engineering solution. The frequency of death and serious injury crashes falls when speed limits are lowered and increases when speed limits are raised1,2. The simplest means of achieving the goal of matching travel speeds to the level of protection provided by the vehicle, the road, and/or any traffic engineering solution is by reducing the speed limit.
Legislative requirements
7. NPDC as a Road Controlling Authority3,4 is responsible for reviewing and setting speed limits on roads under its control5.
The review process
8. NPDC may review speed limits at any time providing it is in accordance with Section 4 of the Rule which requires that a Road Controlling Authority must have regard to:
the information about speed management developed and maintained by the Agency; and
any relevant guidance on speed management provided by the Agency; and
the function and use of the road; and
crash risk for all road users; and
the characteristics of the road and roadsides; and
adjacent land use; and
the number of intersections and property accessways; and
traffic volume; and
any planned modification to the road; and
the views of interested persons and groups.
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The consultation process
9. Section 2.5 of the Rule requires that NPDC consult with any persons and parties that may be affected by the proposed changes to the speed limit. This consultation must provide the potentially affected parties with adequate time to respond to the proposed change.
10. Letters were delivered to the potentially affected residents on 18 June 2020 that detailed the proposed changes and asked that they respond by 3 July 2020. A copy of this letter is attached as Appendix A.
11. The NZAA Taranaki District Council (NZAA), the Road Transport Association (RTA), the NZ Transport Agency (NZTA), the NZ Police, and Ōmata School were e-mailed a copy of the proposal and asked to provide feedback.
12. A public notice was also placed in the Midweek newspaper on 8 July 2020 that briefly detailed the proposed changes.
The decision making process and notification of set speed limits
13. As NPDC is empowered to make bylaws, it must set the permanent speed limit by making a bylaw and that process must take into account the submissions received during the consultation process.
Specific site information
14. The proposed changes affect approximately 4,550m of rural and 750m of urban roads.
15. There has been one reported crash within the past 10 years on the roads included within this proposal. Poor handling and excess speed were identified as factors leading to this crash. The crash resulted in a serious injury.
16. Where NPDC has traffic count data that is greater than five years old, recent traffic counters were placed on the roads in and around Ōmata to measure the traffic speeds. That combine dataset is shown below.
Current speed limit Mean speed (km/h) (km/h) Holloway Road 50 29.1 Waireka Road East (nth end) 50 38.2 Waireka Road East (sth end) 80 43.1 Centennial Drive 100 66.4 Sealy Road 100 55.8 Beach Road 100 75.0 Te Ngahoro Road 100 74.7
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17. The New Zealand Transport Agency (NZTA) also placed two sets of traffic counters on South Road (SH45) to measure the traffic speeds on the highway.
Current speed limit Mean speed (km/h) (km/h) #386 South Road (SH45) 80 76.9 #410 South Road (SH45) 80 75.4
RATIONALE FOR PROPOSAL
18. This dataset shows that the majority of the Ōmata community is travelling below the posted speed limits. Reducing the speed limits gives a clearer indication of what is an appropriate speed for the environment while allowing enforcement to occur should someone travel at speeds over this.
Mean speed Proposed speed (km/h) limit (km/h) Holloway Road 29.1 30 Waireka Road East (nth end) 38.2 40 Waireka Road East (sth end) 43.1 40 Centennial Drive 66.4 80 Sealy Road 55.8 80 Beach Road 75.0 80 Te Ngahoro Road 74.7 80
19. The proposed speed limits align with the Safe and Appropriate Speed Limit as recommended by NZTA and NPDCs Speed Management Guidelines.
20. The NZTA dataset shows that although the majority of traffic on South Road (SH45) is travelling below the posted speed limit, the traffic is not travelling at speeds low enough to enable the speed limit to be reduced at this time.
21. Further engineering improvements (footpaths, kerb and channel, etc.) are needed along South Road (SH45) to encourage lower speeds which would allow NZTA to reduce the speed limit. There are currently no plans to provide such improvements.
NEXT STEPS
22. Should the Council endorse the proposed changes (Option 1), NPDC staff will instruct our contractors to manufacture the required signage and plan for the necessary changes.
23. Speed limit signs and markings must comply with Land Transport Rule: Traffic Control Devices 2004 and must be installed to indicate a change in speed limit. The signs to be used will be the standard NZTA RG-1 signs.
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24. For a speed limit to be enforceable the NZ Police will need to be satisfied that visibility of signs, proof of operation, and other issues are covered when they determine whether enforcement can proceed.
25. Should the Council endorse the proposed changes (Option 1), the changes to speed limits will come into force from mid-day on the 6th of October 2020. The new signs will be installed prior to this but be obstructed till that time. Redundant signage will also be removed at this time.
SIGNIFICANCE AND ENGAGEMENT
26. In accordance with the Council's Significance and Engagement Policy, this matter has been assessed as being of some importance because the changes herein can be funded from current transportation budgets.
27. There are interested and affected parties regarding the matters raised in this report. Consultation has already been undertaken with these parties to obtain their views and preferences on the matters proposed in this report. Their views are covered in the options assessment section of this report.
OPTIONS
28. There are two options available to the Council.
Option 1 Endorse the proposed amendments to speed limits in Ōmata.
Option 2 Do nothing and leave the current speed limits in Ōmata unchanged.
29. For ease of comparison these options have been assessed together.
Financial and Resourcing Implications
30. The costs for providing the necessary signs and markings to ensure that the amended speed limits are clear and enforceable are minimal and can be covered within approved operational budgets.
Risk Analysis
31. NPDC has not identified any risk to Council in amending the speed limits in Ōmata.
32. Not amending the speed limits in Ōmata may be perceived by the community as negligence on the part of Council and affect the Councils reputation.
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Promotion or Achievement of Community Outcomes
33. Amending the speed limits in Ōmata will promote the People, Place, and Prosperity outcomes as these amended speed limits provide clearer guidance on what is a safe and appropriate speed in and around Ōmata while allowing for more appropriate levels of enforcement to occur.
Statutory Responsibilities
34. Amending the speed limits in Ōmata will enable the Council to meet its statutory responsibility, under the Local Government Act 2002, to provide efficient, effective, appropriate infrastructure, and promote the social well-being of the community.
Consistency with Policies and Plans
35. Amending the speed limits in Ōmata is consistent with the Long Term Plan where one of the key performance indicators for Transportation is making reasonable efforts to reduce the number of fatal and serious crashes in the District.
Participation by Māori
36. There are no specific issues relating to Māori with either option.
Community Views and Preferences
37. The following information provides a summary of the consultation undertaken for each matter proposed in this report.
Local community
a) The local communities of Ōmata are considered to be most affected by the proposal and hence were consulted in relation to the proposed changes. Council has received eight verbal responses from that community, all in support of the proposed changes.
b) The majority of responses wanted South Road (SH45) to be included in this proposal and for its speed limit to be reduced. Some also wanted sections of Sealy and Beach Roads to be reduced to 50km/h.
c) NPDC and NZTA considered the option of reviewing all of Ōmata at once. However, NZTA’s internal process for making such changes does not align with NPDC’s and it was considered unreasonable and unacceptable for NPDC (and the Ōmata community) to wait for an eventual NZTA review.
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d) The proposed speed limits on Sealy and Beach Roads have been determined on the basis that the speed limit on South Road (SH45) will not be changing. If NZTA were to lower the speed limit on South Road (SH45) then NPDC would review Sealy and Beach Roads at that time.
Ōmata School
a) Ōmata School is deemed to be a key stakeholder and was consulted in relation to the proposed changes. Ōmata School was generally supportive of the proposed changes but expressed concerns that the proposed 30km/h speed limit on Holloway Road was too low in relation to the existing 80km/h speed limit on South Road (SH45) and that traffic would struggle to meet that lower speed limit.
b) In response to the concerns raised by Ōmata School. The presence of the intersection between Holloway and South Road (SH45) sufficiently encourages traffic to slow down when entering Holloway Road. This is evidenced by the traffic count information that shows that the Mean Speed is 29.1km/h. NPDC believes that having a 30km/h speed limit on Holloway Road is practical.
Key Stakeholders
a) The NZTA, NZ Police, Road Transport Association, and the NZ Automobile Association, were consulted in relation to the proposed amendments to speed limits in Ōmata. All of these key stakeholders have responded and are in support of the proposal.
Advantages and Disadvantages
38. There are no disadvantages with amending the speed limits in Ōmata as it is a cost effective way for Council to contribute towards reducing harm on the transportation network and it meets the expectations of the community.
OPTION SUMMARY Option 1 Option 2 Financial and Resourcing Implications - - Risk Analysis ✔ ✘ Promotion or Achievement of Community Outcomes ✔ ✘ Statutory Responsibilities ✔ ✘ Consistency with Policies and Plans ✔ ✘ Participation by Māori n/a n/a Community Views and Preferences ✔✔ ✘ Advantages and Disadvantages ✔ ✘ KEY: ✘ Negative effect, ✔ Positive effect, - Neutral
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Recommended Option This report recommends Option 1 for addressing the matter.
APPENDICES
Appendix A: Copy of letter to potentially affected parties (ECM8348873)
Appendix B: Plan of the proposed changes (ECM8348873)
Report Details Prepared By: David Brown (Traffic and Safety Engineer) Team: Transportation Approved By: David Langford (Infrastructure Manager) Ward/Community: Kaitake Ward Date: 18 August 2020 File Reference: ECM 8348872
Footnotes:
1 Anderson G, Nilssen G. Speed management in Sweden. VTI: Linköping, 1997. 2 Insurance Institute for Highway Safety. Special issue: low priority assigned to highway safety. Status Report 2002; 37 (10). 3 Local Government Act 1974, Section 317 4 Land Transport Act 1998, Section 2. 5 Land Transport Rule: Setting of Speed Limits 2017, Section 2.2.
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77 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Travel Safety Improvements - Changes to speed Limits - Omata
3.1
TRAVEL SAFETY IMPROVEMENTS – CHANGES TO SPEED LIMITS
Appendix A: Copy of letter to residents.
78 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Travel Safety Improvements - Changes to speed Limits - Omata
3.2
Appendix B: Plans of Proposed Changes.
NORTH
Holloway Road Current 50km/h Proposed 30km/h
80km/h 40km/h 30km/h
79 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
INFRASTRUCTURE TERM SERVICES CONTRACT – YEAR 1 4
PURPOSE
1. The purpose of this report is to inform Council of the performance of the Infrastructure Term Service Contract on the first year of delivery.
RECOMMENDATION That, having considered all matters raised in the report, the report be noted.
STRATEGY & OPERATIONS COMMITTEE RECOMMENDATION
2. The Strategy & Operations Committee endorsed the recommendation.
SIGNIFICANCE AND ENGAGEMENT
3. This report is provided for information purposes only, and has been assessed as being of some importance.
EXECUTIVE SUMMARY
4. This report provides Council with an overview of the performance of the Infrastructure Term Maintenance Contract and highlights the key benefits realised to date at the end of its first year of operation.
5. The infrastructure term maintenance contract, awarded to Downer NZ, is the largest single contract Council has ever let with a total value over the 10 year long term of $156m.
6. In its first year a total value of $17.22m of work was completed using the infrastructure Term Service Contract. By aggregating works that, previously had been tendered as separate contracts into a single contract large contract as well as the use of the NEC4 Target Price form of contract, it is estimated that approximately $705k of cashable efficiency savings have been made.
7. A number of environmental and health and safety benefits have been realised by switching to bitumen emulsion for road resealing operations. In total, it is estimated that emulsions have reduced Council’s CO2 by over 500 tonnes.
8. The relatively long 10 year term of the contract and its larger scale has provided a platform for Downer to invest with certainty into the region. This is best illustrated by Downer’s investment in modern equipment, such as the Secmair chip spreading trucks and the construction of a regional bitumen emulsion import facility at Port Taranaki.
80 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
9. Local sub-contractors have partnered with Downer and, during the first year of 4 the contract, supported the delivery of approximately 40% of the contract turnover. In a post COVID-19 lockdown economy, this support for local employment is a critical measure of success.
BACKGROUND
10. In early 2019 Council signed the Infrastructure Term Services Contract with Downer NZ. This contract is monetarily ($156m over 10 years) the largest singular contract let by Council.
11. This contract also marked the culmination of over two years of work to transition the majority of Council infrastructure contracts onto the NEC4 suit of standards forms of contract, largely replacing the previously wides spread use of NZS3910:2013.
12. The Infrastructure Term Service Contract is the first of its kind in New Zealand, and was the outcome of substantial engagement with the contracting market as well as a Section 17A Service Delivery Review.
13. As an outcome of the new delivery model a number of benefits were expected to be achieved. These are summarised as follows:
Cost efficiency savings of $3.5m over the life of the contract
Improvements in the management of key Health & Safety Risks
Environmental benefits from the use of Bitumen Emulsion
Social and economic benefits associates with workforce development and consequential investment in the Taranaki region
14. In addition to routine road maintenance activities, the scope of Infrastructure Term Services Contract includes the following activities that previously would have been separately contracted out:
Road resealing and rehabilitation
Bridge maintenance & renewals
CBD street cleaning
Parks vegetation control
Drinking water and wastewater reticulation renewals
Let’s Go Cycling and walking improvement projects
81 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
4 BENEFITS REALISATION
15. The following section summarises and explains the actual benefits that have been realised during the first year of the new Infrastructure Term Services Contract.
NEC4 Target Price Contract
16. The Infrastructure Term Service Contract uses the NEC4 standard form of contract to drive efficiency and encourages a collaborative approach in order to:
Reduce duplication of effort and overheads
Optimise the use of (labour and equipment) resources
Facilitate knowledge sharing
Speed up communication/actions
Create a single team approach with a focus on customer outcomes
17. In order to better facilitate the collaboration between the Council and Downer teams, the majority of the Council’s transportation personnel have been relocated so that they work alongside the Downer personnel at the Downer depot on Rifle Range Rd.
18. In addition to the physical co-location, the NEC4 contract provides financial incentives for the two parties to work together to find efficiency gains. This is achieved through what is known as the “Pain/Gain” mechanism which is explained in the following paragraphs.
19. The contract schedule of prices submitted by the contractor at the time of tender are used as “Target Prices” for any work undertaken. The contractor is not paid these rates, but is instead reimbursed for all of the costs incurred to deliver the work plus a fixed percentage to cover overheads and profit.
20. Once the work is complete, the actual cost of delivery is compared to the Target Price. If the work has been delivered efficiently for a lower cost that the Target Price there is a “gain” (the difference between the two sums). However, if the works cost more to deliver then the difference is described as “pain”.
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21. The Pain/Gain are shared 50/50 between the Council and contractor. The 4 intention is to provide a financial incentive that drives continuous efficiency improvements with the Council effectively receiving a discount on the tendered prices whilst the contractor is rewarded for any innovation or efficiency initiatives the implement.
22. For the Infrastructure Term Maintenance Contract, the share of Pain/Gain is calculated at the end of each financial year. At the end of the first year of the contract, total Target Price for all works completed was $18.15m and the actual cost to deliver the work was $16.8m resulting in a Gain of $420k that is shared 50/50 with Downer.
23. It is important to note that under previous contract models where the contractor is paid based on the tendered schedule of prices, any efficiency gains are exclusively the contractors to keep. The NEC Pain/Gain mechanism has effectively allowed the Council to claim a $210k discount on the contractor’s prices.
Procurement Efficiencies
24. One of the benefits identified during the Section 17A Service Delivery review was the opportunity to reduce the administrative cost of drafting contracts and tendering infrastructure projects. By bundling projects and maintenance programmes together into a single, 10 yearlong contract, the Council would have to write fewer contracts meaning expenditure of legal and professional services fees would reduce.
25. In total it was forecast that aggregating works into a single contract would save approximately $3.5m over the 10 years of the contract. This has been achieved by combining a total of 14 maintenance contracts into a single contract along with the following projects that were delivered through the Infrastructure Term Services Contract in its first year:
7 pavement reconstructions projects
2 bridge repair projects
A package of minor structures repairs
A package of parks bridge repairs
5 packages of water main renewals
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8 packages of sewer renewals 4
Marfell Storm water project
Marfell earthworks and road construction project
Plastic asphalt road surfacing trial
26. In total, it is estimated that bundling these works together avoided approximately $830k of legal and professional services costs. After accounting for the $355k cost to draft and tender the Term Services Contract, there has been a net saving of approximately $495k in the first year, which is substantially greater than the original forecast of a $295k net saving during year one.
27. Because these savings are associated with capital works they will result in lower debt levels where individual improvement projects are delivered below the set budget or, in the case of renewals work which are funded from reserves, they have been reinvested into the assets, allowing a large quantum of work to be completed for the same cost.
Workforce Development
28. One of the key focuses of the Term Services Contract was to drive long term investment into the construction sector workforce. This is one of the four broader outcomes the Ministry of Business, Innovation and Employment (MBIE) included in the latest edition of the Government Procurement Rules.
29. The Broader Outcome specifically requires government agencies to consider how they can use procurement to partner more effectively with the construction sector to grow the size and skills of New Zealand’s construction workforce.
30. One feature of the Term Maintenance Contract that was aimed at supporting this outcome was the 10 year long term. This was intended to provide long term certainty and stability for the main contractor and sub-contractors. This would allow them to make long term investments in training and developing their workforces with confidence.
31. During the first year of the contract Downer has started to implement their workforce development plan. Some of the achievements to date are summarised below:
Created employment for 60 new staff members
Delivered a COVID “shovel ready” project funded by MBIE creating a further 3 full time jobs for local people who lost their jobs because of COVID
84 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
Downer have been a proactive member of the Talent Pipeline 4 Partnership, taking a leading role, engaging with Secondary schools across the district and promoting careers in the construction sector to school career advisors and school students.
Created 3 Gateway placements for secondary school students so that they can gain work experience in the construction sector as part of their National Certificate of Education Achievement (NCEA)
Delivered a targeted driving license training programme for more than 40 workers to advance them from Class 1 licences to Class 2 to 5 licences.
Taken on 3 Engineering Cadets and commenced a career development training programme to help them advance towards their professional certification (chartered engineer status)
3 staff members have completed Downer’s (award winning) Maori Leadership Programme, Ta Ara Whaneke.
10 staff members have completed Downer’s Inspiring Leadership programme. This succession planning programme provides foundation leadership training to workers that have the potential to progress into management roles.
Project managers have been on the official NEC Contract Management training programme. These staff, along with some Council project managers have become the first people to become certified NEC Project Managers in New Zealand.
Downer have provided specialist technical training to local contractors so that they have the skills to use bitumen emulsions. Not only does this allow local contractors to work as sub-contractors on the Term Maintenance Contract, it also opens up broader opportunities – e.g. for local contractors to work for the NZTA on state high projects.
Downer have started to develop a skills development programme particularly focused on concrete works and water reticulation work, which is both areas with a significant skills shortage. Going into the second year of the contract, Downer will continue to recruit and train local people as they expand their teams undertaking these types of work.
Environmental Benefits
32. One of the innovations Downer has brought to the Term Services Contract is the use of bitumen emulsions as a replacement to traditional hot cut-back bitumen used for resealing road pavements. The infographic in Figure 1 illustrates the typical Carbon Dioxide Emissions of each product.
85 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
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33. During the first year of the contract, the Council use a total of 723 tonnes of emulsion to reseal the district’s roads. It should be noted that this is approximately 20% lower than has been typically used in previous years due to the COVID-19 lockdown interrupting the sealing programme.
86 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
34. Based on the above figures, continuing with the status quo of using hot cutback 4 bitumen would have resulted in approximately 1027 tonnes of CO2 emissions. Switching to bitumen emulsion reduced this to 523 tonnes, a saving of 504 tonnes of CO2.
35. Another environmental benefit delivered through the Infrastructure Term Maintenance Contract was the Plastic asphalt road resurfacing trial carried out at the beginning of the contract. Due to the long term, partnership approach that the contract facilitates, the Council has been able to work collaboratively with both Downer and Envirowaste (the Council’s kerbside refuse and recycling collection contractor) to develop the asphalt product “Plasmix” that uses plastics from the Council’s kerbside recycling collections. Photograph 1 below shows the Plasmix trial being laid on Liardet Street.
Photo 1
87 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
36. Another environmental benefit of the Term Services Contract is the facility 4 Downer has established for recycling asphalt, concrete and other aggregates. Photo 2 shows the processing facility were recycled material is screened before it gets a second life as aggregate that is used in rural road maintenance.
Photo 2
Health & Safety Risk Management
37. In addition to the environmental benefits, the switch to bitumen emulsions has improved worker health and safety by eliminating several critical risks. Traditional cutback bitumen needs to be heated to approximately 1700C so that it can be sprayed. Emulsions on the other hand can be spayed at much lower temperatures, typically only about 800C. This lower temperature greatly reducing the risk of workers being burned by hot materials.
38. Furthermore, traditional bitumen is often “cutback” with kerosene in order to reduce viscosity and improve spray flows. Being highly volatile, heating the kerosene/bitumen mix to high temperatures is risky. Historically, there have been a number of incidents across New Zealand involving bitumen spray trucks catching fire and in some cases exploding. Because bitumen emulsions use water and non-volatile emulsifying agents to improve spray flows, their use completely eliminates these risks.
88 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
39. One of the goals of the Term Maintenance Contract was to provide a 10 year 4 long contract that would in term provide certainty for the contractor so that they could invest with confidence in safer, modern equipment. One area specifically targeted was the trucks used to spread stone chip during road resealing operations.
40. Historically, stone chip has been spread from a bar at the rear of a reversing truck. Trucks with large bind spots reversing surrounded by multiple workers on foot is a highly hazardous operation with the risk of workers being run over by the trucks. With the 10 year Term Service Contract to support them, Downer NZ has invested in modern Secmair combi-trucks, shown in photo 3, which can spray bitumen at the same time as spreading stone chip whilst travelling in forward gear. Use of these trucks on the New Plymouth road resealing programme has all but eliminated the risk associated with reversing trucks.
Photo 3
89 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
Local Economic Benefits 4
41. In addition to investment in modern equipment, the 10 year term of the Term Services Contract was a key enabler to Downer investing in the Taranaki region. Because of the Council’s commitment to use bitumen emulsions, Downer NZ has constructed an emulsion processing facility at Port Taranaki, as shown in photo 4.
Photo 4
42. This facility allows Downer to import bitumen directly into New Plymouth instead of trucking it across the country from the port at Tauranga where it has previously been imported. This new emulsion facility has created additional jobs and contributes to the Taranaki region’s GDP as it is now used to supply bitumen emulsions to the lower North Island.
90 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
43. Another aspect of the Term Maintenance Contract was a requirement for the 4 successful contractor to support local small and medium sized enterprises (SMEs). In support of this, Downer has sub-contracted approximately 40% (by monetary value) to local contractors.
44. Downer’s commitment to supporting local SMEs extends beyond simply providing access to a certain volume of work. In addition, Downer has shared its technical and business management expertise with local contractors. For example:
Training Taranaki Civil Construction Ltd teams how to spray bitumen emulsions so that they can deliver pave repair works. Not only does this technical skill and experience allow Taranaki Civil to undertake works for NPDC, it also opens up opportunities for them to work for other clients such as the NZTA
Sharing financial accounting practices with several of the local SMEs so that they have the ability to properly account for actual costs required by the NEC4 form of contract. This will allow these contractors to move onto back-to-back contractual terms and have the opportunity to share in the Pain/Gain mechanism instead of being locked into fixed price lump sums.
Workforce Development
45. Since the commencement of the Term Maintenance Contract, the local Downer branch has a committed workforce of 62 Full time equivalent (FTE) staff members. Each FTE is a New Plymouth district resident that has secure employment for the 10 year term of the contract. This does not account for Supply Partners, which make up 40% of the value spent locally.
46. In addition, Downer has assisted the Council deliver the road safety improvement on Egmont Road, this project was fully funded by MBIE from the Provincial Growth Fund (PGF) as part of the “shovel ready” economic response to COVID-19. One of the requirement of receiving this funding was that at least 3 new FTE positions had to be created.
47. Downer has also been an active member of the Infrastructure Talent Pipeline Partnership; a civil construction skills and capacity building initiative Coordinated by the Council. Through this partnership programme Downer has created Gateway work experience placements for secondary school students from within New Plymouth District. Downer has also provided support to the workplace literacy and numeracy programme run by the Talent Pipeline Partnership with several of their staff attending the training.
91 Kaitake Community Board Agenda (21 September 2020) - Recommendation - Road Maintenance Contract - Year 1 Progress Report
NEXT STEPS 4
48. The combined Council and Downer team will build on the performance and experiences of the first year of the contract so that efficiency gains and service delivery performance is sustained and improved upon.
FINANCIAL AND RESOURCING IMPLICATIONS
49. There are no financial or resourcing implications associated with this report. All activity detailed is funded from existing approved budgets.
IMPLICATIONS ASSESSMENT
50. This report confirms that the matter concerned has no particular implications and has been dealt with in accordance with the Local Government Act 2002. Specifically: Council staff have delegated authority for any decisions made; Council staff have identified and assessed all reasonably practicable options for addressing the matter and considered the views and preferences of any interested or affected persons (including Māori), in proportion to the significance of the matter; Council staff have considered how the matter will promote the social, economic, environmental, and cultural well-being of communities in the present and the future. Unless stated above, any decisions made can be addressed through current funding under the Long-Term Plan and Annual Plan; Any decisions made are consistent with the Council's plans and policies; and No decisions have been made that would alter significantly the intended level of service provision for any significant activity undertaken by or on behalf of the Council, or would transfer the ownership or control of a strategic asset to or from the Council.
Report Details Prepared By: Rui Leitao (Manager Transportation) Team: Infrastructure Approved By: David Langford (Group Manager Infrastructure & Assets) Ward/Community: District Wide Date: 11 August 2020 File Reference: ECM 8349976
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