Agenda of Infrastructure Committee - Wednesday, 27 October 2021

Infrastructure Committee MEETING

27 October 2021

Order of Business

Pursuant to Sections 46A(7) and 46A(7A) of the Local Government Official Information and Meetings Act 1987, to receive the Chairperson’s explanation that specified item(s), which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded, will be discussed.

Any additions in accordance with Section 46A(7) must be approved by resolution with an explanation as to why they cannot be delayed until a future meeting.

Any additions in accordance with Section 46A(7A) may be received or referred to a subsequent meeting for further discussion. No resolution, decision or recommendation can be made in respect of a minor item.

3. Declarations of Interest (if any)

Members are reminded of their duty to give a general notice of any interest of items to be considered on this agenda and the need to declare these interests.

4. Public Comment

To receive comments from members of the public on matters specified on this Agenda or, if time permits, on other Committee matters.

(NOTE: If the Committee wishes to consider or discuss any issue raised that is not specified on the Agenda, other than to receive the comment made or refer it to the Chief Executive, then a resolution will need to be made in accordance with clause 2 above.)

5. Presentation - New Zealand Defence Force Page 7

6. Confirmation of Minutes Page 9

“That the minutes of the Infrastructure Committee meeting of 24 March 2021 Part I Public be confirmed as a true and correct record.”

7. Papaioea Place Redevelopment Six-Monthly Update Page 13

Memorandum, presented by Bryce Hosking, Manager - Property.

8. Infrastructure Unit Capital Works Dashboard - June 2021 Page 17

Memorandum, presented by Geoffrey Snedden, Manager Project Management Office.

9. Six Month Transport Network Safety Update Report - 2019-20 No 3 Page 21

Memorandum, presented by Sandra King, Acting Manager Transport and Infrastructure.

10. Asset Management Improvement Plan Update Page 31

Memorandum, presented by Jono Ferguson-Pye, Manager Asset Planning Division.

11. Committee Work Schedule Page 41

12. Exclusion of Public

To be moved:

“That the public be excluded from the following parts of the proceedings of this meeting listed in the table below.

The general subject of each matter to be considered while the public is excluded, the reason for passing this resolution in relation to each matter, and the specific grounds under Section 48(1) of the Local Government Official Information and Meetings Act 1987 for the passing of this resolution are as follows:

General subject of each matter to be considered	Reason for passing this resolution in relation to each matter	Ground(s) under Section 48(1) for passing this resolution

This resolution is made in reliance on Section 48(1)(a) of the Local Government Official Information and Meetings Act 1987 and the particular interest or interests protected by Section 6 or Section 7 of that Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as stated in the above table.

Also that the persons listed below be permitted to remain after the public has been excluded for the reasons stated.

[Add Third Parties], because of their knowledge and ability to assist the meeting in speaking to their report/s [or other matters as specified] and answering questions, noting that such person/s will be present at the meeting only for the items that relate to their respective report/s [or matters as specified].

Palmerston North City Council

Minutes of the Infrastructure Committee Meeting Part I Public, held in the Council Chamber, First Floor, Civic Administration Building, 32 The Square, Palmerston North on 24 March 2021, commencing at 9.00am

Members

Present:

Councillors Vaughan Dennison (in the Chair), Brent Barrett, Susan Baty, Rachel Bowen, Zulfiqar Butt, Billy Meehan, Karen Naylor and Bruno Petrenas.

Non Members:

Councillors Renee Dingwall, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson and Orphée Mickalad.

Apologies:

The Mayor (Grant Smith) (on Council Business), and Councillors Aleisha Rutherford (on Council Business) and Lew Findlay QSM.

1-21

Apologies

Moved Vaughan Dennison, seconded Bruno Petrenas.

The COMMITTEE RESOLVED

1. That the Committee receive the apologies.

Clause 1-21 above was carried 13 votes to 0, the voting being as follows:

For:

Councillors Vaughan Dennison, Brent Barrett, Susan Baty, Rachel Bowen, Zulfiqar Butt, Renee Dingwall, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Karen Naylor, Bruno Petrenas and Orphée Mickalad.

2-21

Confirmation of Minutes

Moved Vaughan Dennison, seconded Karen Naylor.

The COMMITTEE RESOLVED

1. That the minutes of the Infrastructure Committee meeting of 2 December 2020 Part I Public and Part II Confidential be confirmed as a true and correct record.

Clause 2-21 above was carried 12 votes to 0, with 1 abstention, the voting being as follows:

For:

Abstained:

Councillor Orphée Mickalad.

3-21

Arena Redevelopment Quarterly Update

Memorandum, presented by Bryce Hosking, Manager - Property.

Moved Vaughan Dennison, seconded Billy Meehan.

The COMMITTEE RESOLVED

1. That the memorandum titled ‘Arena Redevelopment Quarterly Update’ presented to the Infrastructure Committee on 24 March 2021 be received for information.

Clause 3-21 above was carried 13 votes to 0, the voting being as follows:

For:

4-21

BPO Update Report 2020 - 21 - No 1

Memorandum, presented by Robert van Bentum, Manager - Transport and Infrastructure.

Moved Vaughan Dennison, seconded Susan Baty.

The COMMITTEE RESOLVED

1. That the Committee receive the update for the Wastewater BPO Project as detailed in the report titled `BPO Update Report 2020 - 21 – No 1” presented to the Infrastructure Committee on 24 March 2021.

Clause 4-21 above was carried 13 votes to 0, the voting being as follows:

For:

5-21	Committee Work Schedule In discussion Elected Members requested a business assurance internal audit on the Arena Development Project.
	Moved Susan Baty, seconded Karen Naylor. The COMMITTEE RESOLVED 1. That a business assurance internal audit on the Arena Development Project be added to the work schedule and referred to the Finance & Audit Committee.
	Clause 5-21 above was carried 13 votes to 0, the voting being as follows: For: Councillors Vaughan Dennison, Brent Barrett, Susan Baty, Rachel Bowen, Zulfiqar Butt, Renee Dingwall, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Karen Naylor, Bruno Petrenas and Orphée Mickalad.
	Moved Brent Barrett, seconded Lorna Johnson. 2. That the Infrastructure Committee receive its Work Schedule dated March 2021.
	Clause 5-21 above was carried 13 votes to 0, the voting being as follows: For: Councillors Vaughan Dennison, Brent Barrett, Susan Baty, Rachel Bowen, Zulfiqar Butt, Renee Dingwall, Patrick Handcock ONZM, Leonie Hapeta, Lorna Johnson, Billy Meehan, Karen Naylor, Bruno Petrenas and Orphée Mickalad.

The meeting finished at 2.19pm

Confirmed 27 October 2021

Chairperson

Memorandum

TO: Infrastructure Committee

MEETING DATE: 27 October 2021

TITLE: Papaioea Place Redevelopment Six-Monthly Update

Presented By: Bryce Hosking, Manager - Property

APPROVED BY: Sarah Sinclair, Chief Infrastructure Officer

RECOMMENDATION(S) TO Infrastructure Committee

1. That the report titled `Papaioea Place Redevelopment Six-Monthly Update’ presented to the Infrastructure Committee on 27 October 2021 be received for information.

2. That Councillors note that external funding was secured to contribute towards Stage 2 of the work.

1. ISSUE

1.1 Stage 2 of the Papaioea Place Housing Redevelopment is funded through Programme 1219 – Social Housing – Papaioea Stage 2.

1.2 The Finance and Performance Committee Chairperson requested a quarterly update to be brought back to the Finance and Performance meeting for the duration of the construction period.

1.3 The terms of reference for the new Infrastructure Committee Meeting include scope for updates on the progress of the Papaioea Place Redevelopment. As such, this report is being presented to this Committee, and all future update reports for this programme will now be presented to the Infrastructure Committee, not the Finance and Performance (now Finance and Audit) Committee.

1.4 In the December 2019 Infrastructure Committee Meeting it was agreed that the quarterly updates would change to six-monthly updates moving forward.

2. BACKGROUND

2.1 The Papaioea Place project form of contract is a design and build contract between Palmerston North City Council (Principal) and Latitude Homes (Contractor) of New Plymouth.

2.2 Papaioea Place Stage 1 was delivered through Programme 357. This saw the demolition of the 32 existing units and the construction of 50 new units in their place. Stage 1 was completed as planned on 28 February 2020 and within budget.

2.3 Papaioea Place Stage 2 sees the demolition of the remaining blocks of units on site and the old hall and the construction of an additional 28 new units. Once complete this will take the total number of new units on the site to 78.

2.4 The overall project management for both stages of the development is being provided by WT Partnership Advisory. The day-to-day project management is being carried out by Council Officers.

2.5 Site meetings and Project Control Group meetings are held on the last Thursday of each month. This report is a summary from a meeting held on 28 April 2021.

3. SUMMARY – PROJECT CONTROL GROUP REPORT FOR STAGE 2 – April 2021

Health and Safety

3.1 Latitude has provided an updated Site-Specific Safety Plan (SSSP) and COVID-19 Health and Safety Protocols for New Zealand Residential Construction Sites following lowering of the Alert Level to Alert Level 1.

3.2 Latitude has confirmed protocols are in place and required protocols, when entering and on site, have been issued to their subcontractors.

3.3 Aside from this, there has been one incident reported to date.

Programme Update

3.4 Stage 2 is being delivered in two portions:

 Portion 5A & 5B – due for completion July 2021

 Portion 6 – due for completion September 2021

3.5 The dates above reflect a delay of approximately a month, which has primarily been caused due to delays in receiving materials which are an on-flow from global supply chain issues.

Financial

3.6 There is an approved Programme Budget for Stage 2 of $5,205,680.

3.7 Stage 2 continues to track within the programme budget and all variations have been accommodated within the project contingency.

3.8 Council was successful in obtaining approx. $4.7M of external funding from the Provincial Growth Fund as a contribution towards the delivery of Stage 2.

Stage 3 Progress

3.9 Now that scope has been confirmed for Stage 3, detailed design has commenced and is due to be submitted for consent in October/ November 2021.

4. NEXT STEPS

4.1 Continue the construction programme to complete Stage 2 as per the budget and updated timeline.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		Yes
Are the decisions significant?		No
If they are significant do, they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No

The recommendations contribute to Goal 3: A Connected and Safe Community
The recommendations contribute to the outcomes of the Connected Community Strategy
The recommendations contribute to the achievement of action/actions in the Social Housing Plan The action is: Upgrade the Papaioea housing complex.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	Stage 2 of the Papaioea Place Redevelopment will: · Increase Council’s social housing to help meet the demand for this type of housing and reduce the housing waiting list; · Improve the housing condition of the complex by replacing the old units; and · Provide a complex that delivers on the Social Housing Plan.

Attachments

NIL

Memorandum

TO: Infrastructure Committee

MEETING DATE: 27 October 2021

TITLE: Six Month Transport Network Safety Update Report - 2019-20 No 3

Presented By: Sandra King, Acting Manager Transport and Infrastructure

APPROVED BY: Sarah Sinclair, Chief Infrastructure Officer

RECOMMENDATION(S) TO INFRASTRUCTION COMMITTEE

1. That the report titled ‘Six Month Transport Network Safety Update Report – 2019-20 No 3’ presented to the Infrastructure Committee on 27 October 2021, be received for information.

1. BACKGROUND

1.1. Council is committed to improving safety for all road users, including vulnerable users such as pedestrians and cyclists through reducing all crashes but with a specific focus on reducing deaths and serious injury crashes. In line with the government’s policy statement (GPS) outcomes Council also invests in measures across the transport network to improve safety.

1.2. A regular six-monthly update report is to be provided on Transport Network Safety. The first report provided in June 2020, provided an initial overview of the safety issues and their causes, a description of the key approaches to improving safety.

1.3. This report provides an update on crash data for the period up to 30 June 2021, emerging issues of concern, physical progress up until 31 July 2020. The report is structured into two sections:

· Network Safety Trends and Issues

· Safety Improvement Implementation

2. network safety trends and issues

2.1 Network Wide Crash Data

2.2 Updated data for Council’s existing key performance indicators (KPI’s) for network safety performance are displayed in Figures 1 and 2 below. Council key transport safety KPIs comprise:

· Reduction in the annual average deaths and serious injury crashes

· Reduction in the five-year annual average deaths and serious injury crashes

Figure 1: Annual Fatal and Serious Injury Crashes for period ending Q4.

Figure 2: Five Year Annual Period of Fatal and Serious Injury Crashes for period ending Q4.

2.3 In the 12-month period between 1 July 2020 and 30 June 2021, there were 2 fatal and 28 serious injury crashes. This is a decrease of 3 fatal and 10 serious injury crashes on the year prior. The 2 fatal crashes in 20/21 were:

 A vehicle crash at the intersection of Railway Road/Roberts Line (mentioned in Sep 2020 in report 2)

 A bus/train collision at Railway Road/Clevely Line/Rail Line.

2.4 The total number of crashes recorded in 2020/21 was 513, compared to 672 recorded crashes in 2019/20. However, Waka Kotahi NZ Transport (Waka Kotahi) have advised that the non-injury crashes reported in 2021 have not yet been uploaded into their Crash Analysis System so the total number of reported crashes in 2020/21 is expected to be much higher than 2019/20.

2.5 In comparison to previous years, the total annual number of death and serious injury crashes (commonly referred to as DSI’s) is below the average of the previous 5 years, indicating a reduction in crash severity on the network.

2.6 Pedestrian Crashes

2.7 Figure 4 summarises annual pedestrian crash data over the last 6 years.

Figure 4: Pedestrian crashes for 12-month period ending Q4.

2.8 There have been 16 recorded pedestrian/vehicle crashes in the last 12 months, which involves 3 serious injury crashes. This is the equal lowest number of fatal and serious crashes compared to the previous 5 years.

2.9 Figure 5 shows a heat map of the previous 5 years of pedestrian crashes. Based on this map, it appears pedestrian crashes are concentrated around:

· Square East (Crashes are prior to street scape upgrade)

· The intersection of Featherston/Rangitikei; and

· Highbury Avenue

It is noted that not all crashes occurred at these locations but may have occurred nearby.

No pedestrian crashes were recorded in Bunnythorpe or Ashhurst, while one serious injury crash occurred in Longburn on State Highway 56 in 2019.

Figure 5: Heat map of pedestrian crashes over the last 5 years

2.10 Cycle Crashes

2.11 There have been 30 cycling related crashes reported in the last 12 months, which include 4 serious injury crashes. Compared to the previous 12 months, there was a decrease of 1 fatal and 1 serious crashes involving cyclists.

2.12 Figure 6 below depicts annual cyclist crash data for the last 6 years.

Figure 6: Cycling crashes for 12-month period ending Q4.

2.13 Figure 7 shows a heat map of the previous 5 years of cycle crashes. Based on this map, it appears cycle crashes are located on key transport corridors and intersections in general. Most notable locations are:

· Fitzherbert Avenue

· College Street

· Featherston Street

· On and within the Inner City Ringroad

Figure 7: Heat map of cycle crashes over the last 5 years

3. safety improvement implementation

3.1 Road Safety Improvements

3.1.1 In the past 12 months, the following road safety projects have been delivered:

· Pioneer/Lyndhurst/West Intersection Improvements

· Benmore Avenue raised platforms

· Park/Cook/Esplanade signalised intersection

· Monrad/Pencarrow/Ronberg roundabout

· Ruapehu Drive courtesy crossing

· Wood Street mid-block pedestrian refuge islands

· Bunnythorpe-Ashhurst Road / Watershed Road right turn bay

· Bunnythorpe-Ashhurst Road / Kelvin Grove Road right turn bay

· Speed Limit Changes – Stage 1

· Turitea Road pedestrian steps and path

3.1.2 For the current National Land Transport Programme (NLTP), Officers have applied for Waka Kotahi subsidy under their Low Cost Low Risk Programme. This process began August 2020, where final input by officers was completed in May 2021. The delay in Waka Kotahi funding (confirmed in September) created some uncertainty for our safety project programme and required a pause on delivery of this year projects until funding was confirmed. Officers will report separately to Council on the allocated funding and implications of shortfalls, although more funding was allocated than was originally anticipated.

3.1.3 The road safety projects for the NLTP were determined through two separate processes, being:

 Waka Kotahi’s Safe Network Programme

 PNCC’s Road Safety Assessment Tool

3.2 Waka Kotahi’s Road to Zero Programme

3.2.1 In 2019, the New Zealand Government released the Road to Zero Strategy, which has a vision where no one is killed or seriously injured in road crashes. Under this strategy, Waka Kotahi has developed a Road to Zero Programme to prioritise road safety improvements nationally through proven standard safety treatments.

3.2.2 In the last 12 months, Waka Kotahi has liaised with Officers to develop a programme of safety treatments. The treatments are based on locations that are considered the highest road safety risk in the city based on crash data, traffic information and infrastructure scores. The programme targets locations and treatments which can achieve the greatest safety improvement per dollar spent. Typically, projects will consist of major intersection upgrades, speed management and school safety improvements.

3.3 Palmerston North City Council’s Road Safety Assessment Tool

3.3.1 PNCC’s Road Safety Tool is an inhouse developed prioritisation/assessment tool, endorsed by Waka Kotahi, which is used to score, rank and prioritise road safety projects. The tool is used to objectively assess projects based on their surrounding conditions and is more focused on local road treatments to better address community concerns (e.g. speeding) which are unlikely to be prioritised under Waka Kotahi’s Road to Zero programme. For the current NLTP the tool has been used to plan and prioritise traffic calming on local roads and pedestrian safety projects.

3.3.2 The tool looks at 4 main categories to assess projects. These categories are

 Traffic,

 Crashes,

 Key Land Uses; and

 Alignment to Urban Cycle Master Plan.

3.3.3 The traffic category considers the volume of traffic and operating speed of the road. In general, the higher the metric, the higher score is applied. This data is collected via pneumatic tubes by Council’s traffic counting contractor.

3.3.4 The crashes category looks at crashes recorded in Waka Kotahi’s Crash Analysis System. Each project considers a five-year period of crashes, where the score is based on the severity and number of crashes for that location.

3.3.5 Key land uses takes into account the number of key land uses around the location. This includes schools, parks, local shops and employment areas. The current setting of the tool has provided a much higher priority towards schools as this aligns to:

 Government ambitions for safety improvements around schools,

 Elevated concerns from schools around school traffic, and

 Encouraging more children to walk and cycle to and from schools.

3.3.6 Ideally the projects delivered will achieve multiple strategic alignments. That is why the alignment to the Urban Cycle Network Master Plan has been considered a factor in our road safety treatment planning. To cater for cycling on local roads, the widely adopted approach is to reduce the speed environment, which is in direct alignment with traffic calming projects.

3.4 Road Safety Projects 21/22

3.4.1 Based on the Road to Zero Programme, the Road Safety Assessment Tool and previously committed projects, Officers have applied for co-funding from Waka Kotahi for the following projects:

· Ferguson Street, Pitt Street and Linton Street Intersection Improvements and Widening

· Roberts Line/Railway Road Intersection Safety Improvement

· Wood Street – Pedestrian Refuge at Featherston Street

· Raymond Street, Bunnythorpe – Raised Pedestrian Crossing outside New Community Centre

· Shamrock Street, Pedestrian Refuge at Main Street

· Rennie Avenue, Raised Pedestrian Crossing outside St Peters School

· Fairs Road, Raised Pedestrian/Kea Crossing (Milson School)

· Highbury Avenue, Raised Pedestrian/Kea Crossing between Ronberg Street and Radnor Place (Takaro School)

· Highbury Avenue – Village Street Scape Improvements (Proposal includes Raised Pedestrian Crossings)

· Brighton Crescent, Raised Pedestrian/Kea Crossing and traffic calming (Takaro School)

· Fitzroy Street, Pedestrian Refuges and Kerb Outstands between Main Street and Ferguson Street

· No.1 Line/Longburn Rongotea Road Rural Intersection Activated Warning Signs

· Broadway Avenue Traffic Calming between Princess Street and Albert Street (Design Only)

· Church Street/ Cook Street - Roundabout Raised Safety Platforms (Design Only)

· Ferguson Street/ Cook Street - Roundabout Raised Safety Platforms (Design Only)

· College Street/ Cook Street - Roundabout Raised Safety Platforms (Design Only)

· Ruahine Street Raised Pedestrian/Kea Crossing (Terrace End School)

· Featherston Street/Ngata Street – Intersection alteration to left in left out

· Fitzherbert Avenue/Palm Avenue – Intersection alteration to left in left out

· Fitzherbert Avenue/Marne Street – Intersection alteration to left in left out

3.4.2 Depending on the review of the Waka Kotahi’s funding allocation of the low cost low risk programme, a few projects proposed to be delivered this year may need to be revised to match the available co-funded budget and Council contribution.

3.4.3 In addition to the infrastructure projects, Officers have begun working on Stage 2 of the Speed Limit Bylaw review. The key focus of this review will be:

 City centre and fringe areas

 School Speed Zones

 Rural Roads

 Bunnythorpe Changes

 Changes to support upcoming developments

 Working with Waka Kotahi on State Highway changes

3.5 Cycling Improvements

3.5.1 Cycling improvements are being delivered through the Urban Cycle Network Master Plan, which Officers have applied for subsidy under Waka Kotahi’s Low Cost Low Risk Programme. For 2021/22, the projects planned for delivery are:

· Albert Street Cycleway – Featherston to Manawatū River

· Featherston Street Cycleway – Botanical Road to Rangitikei Street

· Milsons Line – Tremaine Avenue to Flygers Line

· Main Street West Cycleway – Pitt Street to Botanical Road

Any changes to cycling and parking will require extensive consultation, and outcomes may affect the delivery programme.

4. Anti-social behaviour

4.1 Boy Racers

4.1.1 Officers are aware that certain areas of the city, including industrial areas, have an ongoing problem with boy racers. Industrial areas in particular attract large groups, where antisocial and illegal driving practices occur. This causes disruption to nearby residents and to some 24 hour businesses. This section of the report has therefore been added to indicate that officers are aware of the problem.

4.1.2 These coordinated meet ups are generally held at night, often on rural roads and industrial areas where there is lots of space and few road users. Some of the activities that are undertaken include drag racing, burnouts and donuts, all of which are illegal. The aftermath of these events includes:

 Damage to adjacent properties/businesses

 Debris left on the road

 Damage to the road surface

 Vandalism

4.1.3 Using the prioritisation criteria for road safety, addressing illegal road use behaviour does not have as high priority as some other projects. Under our Road Safety Programme Tool, industrial areas do not score highly for safety/traffic calming treatments as they generally do not meet key criteria.

4.1.4 There is currently no funding allocated in the Long Term Plan (LTP) to specifically address anti-social behaviour, other than behaviour change initiatives.

4.1.5 The problem of boy racers is a common issue in New Zealand. In general, the use of engineering treatments to address boy racers is not a typical or recommended solution. The reasons are as follows:

 Deterrents like speed humps may only solve the issue for the immediate location and would likely shift the problem to another suitable location. As such ongoing programmes may be needed on roads to prevent such activities throughout the network.

 Speed humps/platforms on rural roads will need to be in low speed environments or be at a lower height such that they do not become a hazard themselves (i.e. cause loss of control crashes).

 Treatments are not considered to be addressing road safety issues that will reduce the number and severity of crashes on our road. Thus it is unlikely to be subsidised by Waka Kotahi.

 Treatments will cause industrial roads to take greater damage from heavy vehicles and thus require a high level of maintenance. Furthermore these can potentially increase the damage to the heavy vehicle itself and/or goods carried.

4.1.6 Officers general approach to boy racers has typically been to rely on the Police to enforce the road rules. However, there is not the resource to address large scale anti-social behaviour.

4.1.7 Officers have discussed the issue with Waka Kotahi, and with local residents and businesses where complaints have been made to the Infrastructure Unit.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 1: An Innovative and Growing City
The recommendations contribute to the achievement of action/actions in the Transport The action is: Develop, maintain, operate and renew the transport network to deliver on the Council goals, the purpose of this plan, and the Government Policy Statement on Transport
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The six-month update provides Council with confidence that the package of projects and actions being delivered in the Transport plan are delivering enduring and sustainable improvements in network safety for all users including specific initiatives for vulnerable users such as pedestrian, cyclists and active transport users.

Attachments

Nil

Memorandum

TO: Infrastructure Committee

MEETING DATE: 27 October 2021

TITLE: Asset Management Improvement Plan Update

Presented By: Jono Ferguson-Pye, Manager Asset Planning Division

APPROVED BY: Sarah Sinclair, Chief Infrastructure Officer

RECOMMENDATION(S) TO Infrastructure Committee

1. That the report titled ‘Asset Management Improvement Plan Update’ presented to the Infrastructure Committee on 27 October 2021 be received for information.

2. That the Committee note an update of the Asset Management Maturity Assessment has been scheduled by the Asset Planning Division for July 2022.

3. That the Committee note that formal progression of the Asset Management Improvement Plan, which supersedes the priorities and programme recommendations of the 2019 Asset Management Maturity Assessment, started in May 2021.

1. ISSUE

A critical element of asset management (AM) practice is audit and improvement planning. It enables Council to accurately assess and advance its asset management practices in a structured way. The purpose of this report is to update Elected Members on the progress of the organisational Asset Management Improvement Plan (AMIP), which was initiated as a result of the 2019 Asset Management Maturity Assessment (AMMA).

2. BACKGROUND

2.1 The Asset Planning Division (APD) provided Elected Members with an update on the progress of AM planning in September 2020. In that report we presented the findings of an AMMA.

2.2 The purpose of the AMMA was to identify AM practice gaps across the Council to inform the approach to establishing the APD and its future workload and priorities. The recommended actions from the AMMA were not adopted as the APD’s formal work programme at the time, not least because they were not included or budgeted in Year 3 of the last 10 Year Plan (10YP). Instead, they have been analysed and prioritised to assist officers in the development of the AMIP.

2.3 The AMMA is an important tool used in the audit and improvement of AM practice and was a key input into the development and prioritisation of the Asset Management Improvement Plan (AMIP). The AMIP is a key instrument in driving improvement in Council-wide AM practice through a continuous cycle of improvement planning.

3. The ASSET MANAGEMENT IMPROVEMENT PLAN, ASSET MANAGEMENT MATURITY ASSESSMENT and the asset management improvement Work Programme

3.1 Since the September 2020 report to Council, the APD’s work programme has primarily been focused on the development of the programme of works and Asset Management Plans (AMPs) to support the 10YP, which include prioritised programmes and budgets for asset management improvement activities. The final AMP documents are now complete and feature on Council’s website.

Project Planning and Prioritisation for the Asset Management Improvement Plan

3.2 This is the first time the Council has funded and operationalised a formal Council-wide AMIP. There has been a concerted focus on developing the AMIP and seeking funding in the 10YP to progress high priority improvement items.

3.3 Considerable effort has been put into collecting and collating items from a wide range of relevant stakeholders and sources including:

 Asset Management Maturity Assessment

 Asset Management Plans (2018 and 2021)

 Strategic Asset Management Plan

 Valuation Audits

 Operational experiences / reporting

 Recommendations from the Business Assurance Division

 Industry best practice guidelines and audits e.g. Waka Kotahi

3.4 The full AMIP includes 343 individual improvement items, including those from the AMMA. These 343 individual improvement items have been categorised into 75 workstreams based on commonality of items and stakeholders. These workstreams have then been prioritised and scheduled to create an improvement work programme that advances Council’s overall level of AM Maturity^{^[1]} from its current rating of ‘Core’ to ‘Intermediate’.

3.5 The Approach to Prioritisation – many factors have been considered in the prioritisation and scheduling of the AMIP including:

 Impact on greatest maturity gaps - assessed by asset management element and the gaps identified in the AMMA.

 Number of dependent programmes - assessed by the logical order of programmes. For instance, policies should be in place first, or we might need to decide critical assets before other work is carried out.

 Overall impact - assessed by the number of improvement items a programme covers.

 Ease of implementation - assessed by whether the action needs to be repeated per activity group or whether one action will cover all activities.

 Relationship to timing of other key projects in the local government cycle - e.g. budgeting processes and the 10YP.

 Resource availability - assessed by number of programmes assigned to a team, availability of budget and whether suitable external assistance can be found.

 Business risk - e.g. programmes associated with succession planning.

3.6 Council-wide Focus and Change Management - While some of the improvement items are transactional in nature and relatively straightforward to schedule. e.g. survey of assets at Splashhurst Pool and input into our property database, others rely on relationships and availability of experts across Council. Many of the AMIP items involve organisational, process and policy change across Council. Change management is an emerging issue and will continue to inform our strategy to progress the AMIP, because the capability to absorb and give effect to the change associated with AMIP tasks will vary across the different parts of the organisation at different times.

3.7 Evolving Nature of AMIP – as this is the first time that an AMIP has been operationalised, some uncertainty about the timing of the schedule and quantum of work remains. The AMIP will be subject to review, further refinement and new input from the next AMMA.

4. IMPLEMENTATION OF ASSET MANAGEMENT IMPROVEMENT PLAN

4.1 Collectively the improvement items in this iteration of the AMIP represent a large body of work that will take 5 to 7 years to work through. Significant, sustained and coordinated effort over time is required to fulfil Council’s goal of advancing from its current ‘Core’ level of AM maturity to ‘Intermediate’ level of AM maturity. The continuous cycle of improvement planning means the AMIP is never truly completed. As AM maturity improves over time the focus of improvement items become focused on other areas of the business and the nature of items become increasingly targeted.

4.2 The following provides an indicative outline of the AMIP programme schedule over the next 4 years^{^[2]}. A significant amount of work is planned for 2022/23 in the lead up to the next 10YP and some programmes occur over multiple years^{^[3]}.

Year	# Programmes	Progress/Notes
2021/22	48	Complete= 1 Underway = 28 Scheduled to finish in year 1 = 16
2022/23	49	Including: AMMA, Update SAMP, Strategic Direction Connection
2023/24	21	Including: Technological Improvement Review, Condition Assessment
2024/25 onwards	14	Including: Asset Management Policy Revision, Whole of Life Costing Process, Education Programmes

4.3 While a full list of programmes for the next 4 years is attached, the following programmes are a selection of programmes scheduled to begin in the 2021/22 year:

Growth Programme Processes (PROG-027)

This programme includes development of a process with the Strategic Planning Unit to review timing of growth programmes and planned infrastructure investment on a regular basis. Also, how planned growth will be allowed for by the various activities of Council, including ongoing lifecycle planning and budgeting for new assets.

Criticality Process: Critical Assets Defined and Flagged (PROG-034 and 035)

These two programmes involve first the development of a framework that will enable consistent determination of criticality across networks and assets. This will include what is critical to provide services and to deliver on Council’s strategic direction. Once the framework is established it will be used to determine the level of criticality of each of Council’s assets.

Condition and Performance Policies (PROG-036)

This comprises work to formalise our policies governing asset condition and performance, including our definitions of acceptable condition and performance for various assets with various functions. This programme includes determination of policy content, documentation and review frequency.

Data Reporting (PROG-044)

This programme involves the use of Power BI (a business analytics software solution) to improve reporting and analytical insights into our asset data to drive better data led decision-making.

Mobile Data Collection (PROG-042)

Work to investigate the best mobile data solutions for capturing changes (maintenance, renewal, disposal) and condition to our assets while out in the field. This programme will enable real time and increasingly accurate updates to our asset databases.

Financial Information in Asset Management Information Systems (PROG-049)

This programme involves aligning how asset information is captured in our three waters data base with the Finance Unit’s Fixed Asset Register. Better alignment between the asset data base and the Fixed Asset Register will drive greater efficiency in our valuation process.

Maintenance Strategy and Plan Development (PROG-054)

This work will formalise operational strategies and plans for maintaining our asset condition and performance. This programme includes a wide variety of maintenance planning across all activities, as well as reliable recording of that maintenance. This will improve our future work scheduling and budgeting for maintenance and renewals

Disposal Process (PROG-063)

Formal disposal plans for the disposal of all kinds of assets will be developed. These will include how assets are physically disposed of, and how the disposal is treated in our AM Information Systems.

Audit and Compliance

4.4 Further review of the AMMA findings have been undertaken by the Business Assurance Division in 2021^{^[4]}. The report concluded that 20% of recommendations had been actioned to date. Most of those actions completed addressed urgent areas in ‘Managing Risk’ and ‘Audit and Improvement’ effectively improving these elements to an appropriate level of maturity.

4.5 The scheduled review of the AMMA in July 2022 will provide further analysis on the progress of AM practice across the organisation and inform further refinement of the AMIP work programme going forward.

5. Compliance and administration

Does the Committee have delegated authority to decide? If Yes quote relevant clause(s) from Delegations Manual 167.2		Yes
Are the decisions significant?		No
If they are significant do they affect land or a body of water?		No
Can this decision only be made through a 10 Year Plan?		No
Does this decision require consultation through the Special Consultative procedure?		No
Is there funding in the current Annual Plan for these actions?		Yes
Are the recommendations inconsistent with any of Council’s policies or plans?		No
The recommendations contribute to Goal 4: An Eco City
The recommendations contribute to the achievement of action/actions in Waters The action is: gain a better understanding of the condition of wastewater infrastructure to create clear direction on upgrades and renewals required.
Contribution to strategic direction and to social, economic, environmental and cultural well-being	The Asset Management Improvement Plan will enable operationalisation of improvement items relating to the development of a coherent and coordinated asset condition programme. The asset condition programme will lead to a better understanding of our assets and inform optimised decision-making relating to upgrades and renewals of assets.

Attachments

Asset Management Improvement Plan Table of Programmes ⇩

[1] As reported in the Asset Management Maturity Assessment in September 2020 Council’s overall maturity target score is 80 which is at the high end of the “Intermediate” level of asset management maturity. Note: the target score of Intermediate is appropriate for a local government organisation considering the Council’s size and complexity of assets. Council achieved a total overall maturity score of 51, which places it in the “Core” level of AM maturity. This leads to an overall maturity gap of 29.

[2] Some of the programmes occur over multiple years so the total is greater than the figure of 77 referred to earlier in the report.

[3] Note: the attachment to this memorandum provides the full list of programmes scheduled for the next 4 years.

[4] The Business Assurance Report will be considered by the Finance and Audit Committee on 27 October 2021.

Vaughan Dennison (Chairperson)
Susan Baty (Deputy Chairperson)
Grant Smith (The Mayor)
Brent Barrett	Karen Naylor
Rachel Bowen	Bruno Petrenas
Zulfiqar Butt	Aleisha Rutherford
Lew Findlay QSM	Orphée Mickalad
Billy Meehan