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Hawke's Bay Airport Limited Draft Statement off Intent 2025/2026 (Doc Id 1841285) |
Item 1 - Attachment 1 |
Prosperous Napier Committee
Open Agenda
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Meeting Date: |
Thursday 10 April 2025 |
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Time: |
9.30am |
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Venue: |
Large Exhibition Hall |
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Livestreamed via Council’s Facebook page |
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Committee Members |
Chair: Councillor Crown Members: Mayor Wise, Deputy Mayor Brosnan, Councillors Boag, Browne, Chrystal, Greig, Mawson, McGrath, Price, Simpson, Tareha and Taylor (Deputy Chair) Ngā Mānukanuka o te Iwi representatives – Evelyn Ratima and Kirk Leonard |
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Officer Responsible |
Deputy Chief Executive / Executive Director Corporate Services |
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Administration |
Governance Team |
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Next Prosperous Napier Committee Meeting Thursday 15 May 2025 |
Prosperous Napier Committee - 10 April 2025 - Open Agenda
2022-2025 - TERMS OF REFERENCE - PROSPEROUS NAPIER COMMITTEE
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Chairperson |
Councillor Crown |
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Deputy Chairperson |
Councillor Tayor |
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Membership |
Mayor and Councillors (13) Ngā Mānukanuka o te Iwi representatives (2) |
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Quorum |
8 |
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Meeting frequency |
At least 6 weekly (or as required) |
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Officer Responsible |
Deputy Chief Executive / Executive Director Corporate Services |
Purpose
To provide governance oversight to the corporate business of the Council, monitor the Council’s financial position and financial performance against the Long Term Plan and Annual Plan, and to guide and monitor Council’s interests in any Council Controlled Organisations (CCOs), Council Organisations (COs) and subsidiaries.
Delegated Powers to Act
To exercise and perform Council’s functions, powers and duties within its area of responsibility, excluding those matters reserved to Council by law or by resolution of Council, specifically including the following:
1. To monitor the overall financial position of Council and its monthly performance against the Annual Plan and Long Term Plan.
2. To adopt or amend policies or strategies related to the Committee's area of responsibility, provided the new or amended policy does not conflict with an existing policy or strategy.
3. To consider all matters relating to CCOs and COs, not reserved to Council, including to monitoring the overall performance of CCO’s.
4. Provide governance to Council’s property operations and consider related policy.
5. Consider applications for the sale of properties within the Leasehold Land Portfolio.
6. To resolve any other matters which fall outside the area of responsibility of all Standing Committees, but where the Mayor in consultation with the Chief Executive considers it desirable that the matter is considered by a Standing Committee in the first instance.
Power to Recommend
The Committee may recommend to Council and/or any standing committee as it deems appropriate.
The Committee may recommend to Council and/or the Chief Executive any changes to the funding or rating system for the City, any variation to budgets that are outside the delegated powers of officers and the approval of Statements of Intent for CCOs and COs each year.
To bring to the attention of Council and/or the Chief Executive any matters that the Committee believes are of relevance to the consideration of the financial performance or the delivery of strategic outcomes of Council.
The Committee must make a recommendation to Council or the Chief Executive if the decision considered appropriate is not consistent with, or is contrary to any policy (including the Annual Plan or Long Term Plan) established by the Council.
ORDER OF BUSINESS
Karakia
Apologies
Nil
Conflicts of interest
Public forum
Nil
Announcements by the Mayor
Announcements by the Chairperson including notification of minor matters not on the agenda
Note: re minor matters only - refer LGOIMA s46A(7A) and Standing Orders s9.13
A meeting may discuss an item that is not on the agenda only if it is a minor matter relating to the general business of the meeting and the Chairperson explains at the beginning of the public part of the meeting that the item will be discussed. However, the meeting may not make a resolution, decision or recommendation about the item, except to refer it to a subsequent meeting for further discussion.
Announcements by the management
Confirmation of minutes
That the Minutes of the Prosperous Napier Committee meeting held on Wednesday, 26 February 2025 be taken as a true and accurate record of the meeting........................... 40
Agenda items
1 Hawke's Bay Airport Limited - Draft Statement of Intent........................................... 5
2 Progress Report: Procurement and Contract Management Improvements............. 33
Minor matters not on the agenda – discussion (if any)
Recommendation to Exclude the Public
Nil
Prosperous Napier Committee - 10 April 2025 - Open Agenda Item 1
Agenda Items
1. Hawke's Bay Airport Limited - Draft Statement of Intent
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Type of Report: |
Procedural |
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Legal Reference: |
N/A |
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Document ID: |
1841296 |
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Reporting Officer/s & Unit: |
Caroline Thomson, Chief Financial Officer / Acting Executive Director Corporate Services |
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1.1 Purpose of Report To present the Hawke’s Bay Airport Limited Draft Statement of Intent for the 2025/26 year.
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The Prosperous Napier Committee:
a. Receive the Hawke’s Bay Airport Limited Draft Statement of Intent for the 2025/26 (Doc Id 1841285) year and provide comment and feedback from Napier City Council.
The Hawke’s Bay Airport Limited (HBAL) is a Council Controlled Organisation (CCO). It is a company incorporated under the Companies Act and is owned by the Crown, Hastings District Council and Napier City Council (NCC). NCC has a 26% shareholding.
The Local Government Act 2002 requires Council Controlled Organisations (CCO) to submit a Statement of Intent to their shareholders for consideration.
The Draft Statement of Intent presented by HBAL satisfies all the requirements as set out in Schedule 8 of the Local Government Act, and clearly sets out the nature and scope of the HBAL activities and performance targets.
The Board Chair Wendie Harvey and Chief Financial Officer Rochaelle Ham will be at the meeting to present the Draft Statement of Intent and answer Councillors’ questions
1.3 Issues
No Issues.
1.4 Significance and Engagement
This matter does not trigger Council’s Significance and Engagement Policy or other consultation requirements
1.5 Implications
Financial
Mr Nick Flack, Chief Executive and Ms Rochelle Ham, Chief Financial Officer Hawke’s Bay Airport Limited, will speak to the Hawke’s Bay Airport Ltd Draft Statement of Intent, shown at Attachment 1.
Social & Policy
The Draft Statement of Intent is comprehensive and details its key objectives across their five strategic pou.
Risk
N/A
1.6 Options
The options available to Council are as follows:
a. Receive the 2025/26 Draft HBAL Statement of Intent and provide any feedback as required.
b. Council can also request directors of HBAL to consider changes to the Statement of Intent if it wishes. The directors of HBAL would then need to consider the request alongside the feedback from the other two shareholders.
c. If HBAL decided that it did not wish to make the changes requested by Council as its shareholder, Council has recourse through Schedule 8 (5) of the Local Government Act. Council can by resolution, require the board to modify the statement of intent if Council deemed it necessary. However given NCC’s minority shareholding in HBAL, it would need majority shareholder consensus to enforce this option
1.7 Development of Preferred Option
The preferred option is for the 2025/26 Revised Draft Statement of Intent to be received and any suggested changes passed on to the HBAL Board
1 Hawke's Bay Airport Limited Draft Statement off Intent 2025/2026 (Doc Id 1841285)
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Hawke's Bay Airport Limited Draft Statement off Intent 2025/2026 (Doc Id 1841285) |
Item 1 - Attachment 1 |
Prosperous Napier Committee - 10 April 2025 - Open Agenda Item 2
2. Progress Report: Procurement and Contract Management Improvements
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Type of Report: |
Operational and Procedural |
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Legal Reference: |
N/A |
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Document ID: |
1841498 |
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Reporting Officer/s & Unit: |
Sharon O'Toole, Procurement Manager |
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2.1 Purpose of Report The purpose of this report is to provide an update on the various improvement initiatives underway to help Council better use procurement and contract management as strategic tools to deliver the capital programme, improve the management of Council assets, and implement the recommendations in the recent Internal Audit Report: Contract Management Report completed by Crowe April 2024.
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The Prosperous Napier Committee:
a. Receive the Procurement and Contract Management progress report.
Procurement and Contract Management are an integral part of programme and project delivery and asset management, they provide tools and processes that when used well, can help Council achieve its strategic priorities and positive commercial outcomes.
There have been several internal and external audits over the last few years which have identified Procurement and Contract Management as an area for improvement. This has been reinforced by internal observations and feedback.
The audits have found examples of noncompliance, deviations from best practice and sub-optimal outcomes (e.g. time, cost, quality, reputation).
The current Long-Term Plan requires Council to deliver a greater number of projects with increased complexity and increased scale, amidst a challenging economic and political environment. To accomplish this, we need to work differently and continue to meet our obligations as a local government authority.
The Procurement Manager developed a Procurement and Contract Management Improvement Plan to provide this uplift in organisational capability. The Plan split the initiatives into mini projects and deliverables. This was approved by ELT 18th June 2024 and shared with the Audit and Risk Committee 29th November and the Sustainable Napier Council Committee 18 July.
The improvements were collated into three pillars which considered individual capacity and capability, efficiency, and effectiveness.
ELT recognised the opportunity to integrate the Procurement and Contract Management initiatives with related improvement projects such as the EPMO review, and the capital programme delivery pipeline. These are now combined under the Programme Business Improvement Group (PBIG), which has a Steering Group, a working group and a shared programme that is tracked and monitored. Combining these improvement projects helps to ensure they remain aligned, and that priorities and resourcing are managed.
An overview of progress is shown in the summary diagram below and is followed by a snapshot of the initiatives.
Procurement and contract management provide a methodology that when used appropriately will improve productivity. By providing enhanced tools we can achieve better, more intentional outcomes.
Prosperous Napier Committee - 10 April 2025 - Open Agenda Item 2
Snapshot of the improvement initiatives
Tendering documents – procurement plans, RFx, response forms (90% completed)
A NEW suite of documents has been created to support NCC contract opportunities these provide more guidance for users. They include indicative content and considerations that will improve consistency in the ‘robustness’ of selection criteria and ensure that users ask questions that will help to differentiate suppliers and help identify the supplier that will be able to deliver the best solution. The document suite provides planning and tendering documents that supports the following.
· Contact works.
· Professional services
· ICT and general good and services
The breakdown into 3 sets of documents reflects the nature of the work and the associated risks.
Construction contract documents (NZS3910:2013, NZS3916, NZS3917, NZS3910:2023) (in progress)
The NZS391x series of contracts are a standard form contracts with NZS3910 being the contract most widely used in NZ for construction and infrastructure projects. Organisations often create standard special conditions to provide a consistent approach to risk and the organisational requirements associated with construction works (horizontal and vertical). The NCC NZS391x suite had not had a formal review for some time and there were issues with version control which created inconsistencies.
The NXS391x contract suite is being updated to create a more standardised to insurance, bonds, and retentions. The documents will be drafted to align with the new tendering documents, they will be made more user friendly, through updated formatting and the inclusion of guidance notes.
Insurance Guide (completed awaiting approval)
Insurance is a critical component of Napier City Council’s (NCC) risk management strategy, providing financial protection against unforeseen events and minimising potential losses.
Prior to the development of the Insurance Guide, NCC professional service contracts had no guidance or standard approach to insurance. The NZ391x construction contracts provided a ‘one size fits all’ approach.
The Insurance Guide explains what insurance should be considered for the different activities Council is involved with and takes a risk-based approach for establishing appropriate limits. It will help users to better understand and manage risk using insurance as a mitigation tool. Users are encouraged to seek support from appropriate Council staff when needed.
NOTE: Several Council have requested the output of this work when completed.
Evaluation guide (completed)
The evaluation of tender responses was highlighted as an activity that was not a strength for Council procurers. The evaluation guide explains how to plan for and conduct a successful evaluation process. It explains the expertise and skills that are needed in a tender evaluation team, the different methodologies that can be used, when these are recommended and outlines the different score scales that can be used.
Contract Management Guide (in progress)
The aim of contract management is to ensure that all parties meet their obligations to deliver the objectives of the contract. In a simple procurement, the focus of contract management may be on ensuring the goods or services purchased are provided on time, to the agreed standard, at the agreed location and for the agreed price. For a more complex or strategic contracts, contract management may look at other factors, such as performance management or continuous improvement regimes, integration with existing systems or assets, and implementation of technological or industry advancements or innovations.
Contract considerations have incorporated into NCC’s new procurement planning and tendering documents.
The Contract Management Guide (nearing completion) provides practical guidance to support effective contract management at a practitioner level including the delegate who approves procurement and contract activities.
GETS Guidance (completed)
The Government Electronic Tendering Service (GETS) is a free online portal that can be used to advertise tenders and receive supplier responses. It is used widely across the public sector and by local government. Internal guidance has been completed to help internal users understand how to utilise the system.
It is supported by a check sheet to ensure all the required information is provide before a tender is advertised. This includes standardised wording around the management of questions and answers, receipt of electronic tender documents etc.
Emergency Procurement Guidance (in progress)
In conjunction with NCC’s Emergency Management Officer guidance will be introduced on what constitutes an emergency and what the considerations for procuring works or services when an emergency occurs. The guidance is based on advice developed by central government.
Contract register (in progress)
Maintaining a contract register supports good contract management practice by ensuring that Council has organisation-wide oversight of its contracts. The Council Contracts Register will enable users to record key information about Council’s current contracts.
It has been developed as a simple, cost-effective, centralised repository of contract information that will provide visibility of Council’s contracts until a contract management software solution is available. When users complete all the relevant fields it will trigger workflow actions that will alert those associated with the contract that there are activities that need to be completed. Advance warning of contract expiries can be managed via these alerts.
Conflict of Interest tool (in progress)
The main goal of managing conflicts of interest is to ensure that decisions are made – and are seen to be made – on proper grounds, for legitimate reasons and without bias. This is important for NCC as a local government authority and forms an important consideration when managing tenders and contracts.
The Conflict-of-Interest Procurement Tool will make it easy and fast to capture, assess, manage, and record potential conflicts of interest of panel members evaluating a tender. It also moves away from paper-based documents which can be difficult to track and monitor.
Training
The following training has been arranged and or completed. Both the insurance training and demystifying procurement training were negotiated to be provided free of charge by the external consultants (room booking and some disbursements applied).
20/05/24 Insurance Seminar - construction and consultant’s contracts.
18/06/24 Demystifying Procurement Workshop - Procurement 101
18 & 19 /11/24 Tender Evaluations – Training (Clever Buying)
24 & 25 /02/2025 Understanding NZS3910:2023 - The 'New' Conditions of Contract
Procurement strategy
The procurement strategy initiative was intended to take the NCC project pipeline and overlay the procurement options that would optimise the delivery of the contracts.
Project delivery and contract efficiencies will be sought using more mature contracting mechanisms i.e. longer contract terms, bundled requirements (multiple business units/facilities or regional approaches), use of supplier panel agreements and/or prequalified processes, employment of incentives and penalties (pain share, gain share) etc.
While there is some work underway on this, it has been largely supported through consultants with the procurement team providing ad hoc input.
2.3 Issues
The lack of automation to support procurement and contract management means that compliance is largely achieved through governance structures and education, there is no way to ‘force ‘compliance through software. Backward looking checks such as audits remain the only tool to easily assess compliance.
There are some areas of Council where procurement and contract management are hampered by a lack of capacity and expertise.
2.4 Significance and Engagement
N/A
2.5 Implications
Financial
The initiatives listed represent most identified improvements. It had been estimated on commencement of this work that the costs to achieve the Procurement and Contract Management Improvement Plan would be around $150,000 (excluding training costs, the construction contract review, and legal costs).
The current estimate to fully complete all the initiative referenced in this paper is expected to be less than $100,000, and now includes the contract review and legal costs but excludes training costs.
The reduction in costs has been largely through the internal Procurement team completing a greater proportion of the work internally.
Social & Policy
NA
Risk
Overall, the Procurement and Contract Management improvement initiatives are to mitigate risk, improve productivity and enhance commercial outcomes. This has been supported by the PBIG Steering Group and he NCC Risk Management Lead.
2.6 Options
The options available to Council are as follows:
a. Receive the report.
2.7 Development of Preferred Option
N/A
Nil
Prosperous Napier Committee - 10 April 2025 - Open Agenda
Prosperous Napier Committee
Open Minutes
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Meeting Date: |
Wednesday 26 February 2025 |
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Time: |
1.00pm – 1.45pm |
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Venue |
Large Exhibition Hall |
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Livestreamed via Council’s Facebook page |
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Present |
Chair: Councillor Crown Members: Acting Mayor Brosnan, Councillors Boag, Browne, Chrystal, Greig, Mawson, McGrath, Price, Simpson, Tareha and Taylor (Deputy Chair) Ngā Mānukanuka o te Iwi representatives – Evelyn Ratima |
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In Attendance |
Deputy Chief Executive / Acting Executive Director City Services (Jessica Ellerm) Chief Financial Officer / Acting Executive Director Corporate Services (Caroline Thomson) Executive Director Infrastructure Services (Russell Bond) Executive Director Community Services (Thunes Cloete) Manager Communications and Marketing (Julia Stevens) [zoom] Manager Strategy and Transformation (Stephanie Murphy) Manager Property (Bryan Faulknor) Corporate Finance Manager (Garry Hrustinsky) Financial Controller (Talia Foster) Team Leader Governance (Anna Eady) |
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Also in Attendance |
Ruth Seabright [zoom] and Lucy Miller [zoom] and Mark Baylis, Abbeyfield Hawke’s Bay |
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Administration |
Governance Advisors (Carolyn Hunt and Jemma McDade) |
Prosperous Napier Committee – Open Minutes
Table of Contents
Order of Business Page No.
Karakia
Apologies
Conflicts of interest
Public forum
Announcements by the Mayor
Announcements by the Chairperson
Announcements by the management
Confirmation of minutes
Agenda Items
1. Abbeyfield Housing Proposal Update
2. Treasury Activity and Funding Update
3. Quarterly Performance Report
4. Submissions Schedule Update 29 August 2024 to 10 February 2025
Minor matters
Order of Business
The meeting opened with the Council karakia.
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Councillors Mawson / Tareha That the apology from Mayor Wise be accepted. Carried |
Nil
Nil
Announcements by the Acting Mayor
Bereavement – Acting Mayor Brosnan acknowledged the passing of Andrew Austin on 22 February 2025 at the age of 57 after battling cancer. Andrew had been editor of the Hawke’s Bay Today for six years. Sincere condolences were expressed to the family.
2025 Te Matatini Festival - From Tuesday 25 February 2025 to Saturday 1 March 2025, 55 groups will perform on stage at Pukekura/Bowl of Brooklands in New Plymouth to an audience of approximately 70,000, and an expected 2.5 million viewers on TV or online.
Announcements by the Chairperson
Nil
Announcements by the management
Nil
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Councillors Mawson / Greig That the Minutes of the Prosperous Napier Committee meeting held on 10 October 2024, including the Public Excluded minutes, previously circulated were taken as a true and accurate record of the meeting.
Carried |
1. Abbeyfield Housing Proposal Update
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Type of Report: |
Enter Significance of Report |
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Legal Reference: |
Enter Legal Reference |
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Document ID: |
1831356 |
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Reporting Officer/s & Unit: |
Bryan Faulknor, Manager Property Stephanie Murphy, Manager Strategy and Transformation |
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1.1 Purpose of Report To update Council on discussions to date with Abbeyfield and obtain approval in principle to the proposal and provide a conditional letter of support for Abbeyfield’s funding applications.
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At the meeting The Manager Strategy and Transformation introduced Mark Bayliss (Chair), Ruth Seabright (Chief Executive) and Lucy Miller (Hawke’s Bay member) from Abbeyfield Housing, who had all been working on the housing proposal, which was a result of a decision in the three year plan. The Manager Property, Mr Faulknor provided an update and summary on the Abbeyfield Housing Proposal. Prior to questions, the Chair gave Mr Baylis the opportunity to share his views on the process from Abbeyfield’s perspective. Mr Baylis advised that he was impressed with Council’s enthusiasm and strategic approach to the project. He highlighted some aspects of the shared living model and that there were currently 14 Abbeyfield Houses in New Zealand. In response to questions the following was clarified: · Application to become a resident can be made online, which is then assessed by the Committee. Prospective residents are asked to stay in the house for a trial period of one or two weeks to see if the lifestyle suits, or by sharing some meals if staying overnight is not possible. A permanent place in the house is only confirmed after the trial stay. · People who live in Abbeyfield Houses are normally over the age of 65 and are able to care for themselves independently. · Rents vary from house to house and cover board and lodging, meals, power and the house’s operating costs, including insurance and rates. · Residents are eligible for the National Superannuation Living Alone Allowance and may also qualify for the Accommodation Supplement depending on their circumstances. · The design philosophies and concepts contained in the original design and other houses have been continued. The internal shared courtyard provides a community aspect and indoor/outdoor living. The design is tailored for this specific site. · Abbeyfield Houses provide for people who cannot afford other residential homes / villages. |
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Committee resolution
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Councillors Boag / Chrystal The Prosperous Napier Committee: a. Agree in principle to subdivide part of Council owned land (approx. 2,000m2) on the corner of Spriggs Crescent and Tait Drive and lease on a long-term basis to Abbeyfield Properties Limited or associated entity. b. Note that the agreement in principle is subject to Abbeyfield negotiating a lease on terms satisfactory to Council, obtaining Council approval for final plans, securing full funding, carrying out all required due diligence and obtaining all required regulatory consents. c. Require that the terms of the lease, mortgage terms, and final concept plans are brought back to Council for final approval. d. Agree to provide a Letter of Intent to Abbeyfield setting out the intention to lease subject to the conditions being met as outlined above. Carried |
2. Treasury Activity and Funding Update
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Type of Report: |
Information |
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Legal Reference: |
N/A |
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Document ID: |
1830854 |
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Reporting Officer/s & Unit: |
Garry Hrustinsky, Corporate Finance Manager
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2.1 Purpose of Report The purpose of this report is to update the Prosperous Napier Committee on Council’s treasury activity.
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At the meeting The Corporate Finance Manager, Mr Hrustinsky provided an update on Council’s treasury activity. Since the last report there has been $25m worth of borrowing, but is $30m below the projected borrowing for this financial year. In addition with a 0.5% cut in the interest rate by ANZ, Council is now in a position to be able to apply for green loans through the Local Government Funding Agency. |
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Committee resolution
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Acting Mayor Brosnan / Councillor Greig The Prosperous Napier Committee: a. Receive the report titled Treasury Activity and Funding Update dated 26 February 2025. Carried |
3. Quarterly Performance Report
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Type of Report: |
Legal and Operational |
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Legal Reference: |
Local Government Act 2002 |
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Document ID: |
1831603 |
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Reporting Officer/s & Unit: |
Talia Foster, Financial Controller Alister Edie, Business Improvement Manager |
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3.1 Purpose of Report To consider the Napier City Council Quarterly Performance Report for the three months ended 31 December 2024.
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At the meeting The Financial Controller, Ms Foster provided a brief of summary of the report. In response to questions the following was clarified: · The quarterly report performance measures are as set during the Long Term Plan. Whether they would be changed further for the reimagine facilities could not yet be confirmed. For the annual reporting process officers would still be required to report on measures based in the Long Term Plan. · Leasehold land and Parklands are part of the property assets which will move to the CCTO. There may be some retained assets that will not be the responsibility of the CCTO. Revenue and expenses from assets moved to the CCTO will still be Councils, although the CCTO would be controlling the assets . There should not be substantial changes to the quarterly performance report however, there may be additional reporting on the performance of the CCTO. · Ms Murphy confirmed that Governance and oversight has not been missed in relation to the housing portfolio work. Officers were in the process, from a procurement perspective, of going out to all the commercial advisors for a team to be established. Once this is completed, work will commence on the project itself. It is anticipated that the first oversight committee meeting will be held within the next month. · Ms Thomson noted of the $2.5m over budget employee benefit expense expenditure, $700,000 of that variance is related to Kennedy Park and Ocean Spa, which are part of Council’s commercial activity portfolio. · Officers are currently working through further analysis in relation to budgeting for casuals. Due to Council’s strategy in holding vacancies and staffing levels static there are more casuals employed than normal which is costing more. Council is on track with its capital programme budget spend. Having people employed to carry out work and managing the cost of it is a balancing act. · Mr Cloete advised that in relation to SR21 to enable the community to become more resilient, officers were in the process of setting up community hubs with Hawke’s Bay Regional Council which was on track. |
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Committee resolution
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Councillors Crown / Boag The Prosperous Napier Committee: a) Receive the Quarterly Performance Report and Quarterly Report for the three months ended 31 December 2024. ACTION: Note for the second month in a row Council has not met the building targets and building consents targets are linked to community outcomes. Direct officers to provide building consent targets for the three month quarter to 31 December 2024 to elected members. ACTION: Direct officers to provide any additional information on the timeframe for enabling the community to become more resilient and the groups involved from a community perspective. Carried |
4. Submissions Schedule Update 29 August 2024 to 10 February 2025
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Type of Report: |
Information |
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Legal Reference: |
N/A |
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Document ID: |
1829618 |
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Reporting Officer/s & Unit: |
Jemma McDade, Governance Advisor |
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4.1 Purpose of Report The purpose of this report is to provide an update on the new process of researching opportunities for Napier City Council (NCC) to submit towards the development of legislation and policy, the agencies being monitored for consultation opportunities, and those opportunities on which NCC did or did not make a submission. This report covers the time period between 29 August 2024 and 10 February 2025. |
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At the meeting The Governance Advisor, Ms McDade took the report as read and advised that since writing the report the following submissions were in process. · Transport and Infrastructure Committee consultation on the framework of implementing time of use schemes. Infrastructure have confirmed they will not be submitting on this Bill, which is in the first reading stage and does not directly impact the region at the moment. · Waka Kotahi New Zealand Transport Authority consultation on retaining the current speed limits. Infrastructure have confirmed they will not be submitting on this as the speed reversal proposal which involves reverting speed limits to pre-2020 levels on certain State Highways. · Infrastructure on Local Water Government Services Bill submission was circulated to elected members last week, and was made as a joint submission with neighbouring councils. |
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Committee resolution
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Councillors Crown / Mawson The Prosperous Napier Committee: b. Note the submissions made by Napier City Council during the period 29 August 2024 to 10 February 2025 detailed in the attachment (Doc Id 1830268) of the agenda report. Carried |
There were no minor matters to discuss.
The meeting closed at 1.45pm
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Approved and adopted as a true and accurate record of the meeting.
Chairperson ......................................................................................................................
Date of approval ............................................................................................................... |
