Membership
|
Chairperson
|
Chairman Doug Leeder
|
|
Deputy Chairperson
|
Cr Jane Nees
|
|
Members
|
All Councillors
|
|
Quorum
|
Seven members,
consisting of half the number of members
|
|
Meeting frequency
|
Six weekly or as
required for Annual Plan, Long Term Plan and other relevant legislative
requirements
|
Purpose
·
Enable democratic local decision-making and action by, and on
behalf of, Bay of Plenty communities.
·
Meet the current and future needs of communities for good-quality
local infrastructure, local public services, and performance of regulatory
functions in a way that is most cost-effective for households and businesses.
·
Set the overarching strategic direction for Bay of Plenty
Regional Council as an organisation.
·
Hold ultimate responsibility for allocating financial resources
across the Council.
Role
·
Address Local Electoral Act matters and Local Government Rating
Act matters.
·
Oversee all matters relating to identifying and contributing to
community outcomes.
·
Consider and agree on matters relating to significant new
activities or areas of involvement such as infrastructure which are not the
responsibility of a specific committee.
·
Provide regional leadership on key issues that require a
collaborative approach between a number of parties.
·
Review and decide the Council’s electoral and
representation arrangements.
·
Consider issues of regional significance which are not the
responsibility of any specific standing committee or that are of such regional
significance/high public interest that the full Council needs to decide on
them.
·
Adopt Council’s Policy on Significance and Engagement Policy.
·
Develop, adopt and implement the Triennial Agreement, Code of
Conduct and Standing Orders.
·
Consider and agree on matters relating to elected members’
remuneration.
·
Appoint the Chief Executive, and review their contract,
performance and remuneration at least annually.
·
Approve all delegations to the Chief Executive, including the
authority for further delegation to staff.
·
Oversee the work of all committees and
subcommittees.
·
Receive and consider recommendations and matters referred to it
by its committees, joint committees, subcommittees and working parties.
·
Approve membership to external bodies and organisations,
including Council Controlled Organisations.
·
Develop, adopt and review policies for, and monitor the
performance of, Council Controlled Organisations.
·
Monitor and review the achievement of outcomes for the Bay of
Plenty Community.
·
Review and approve strategic matters relating to the sale,
acquisition and development of property for the purposes of meeting
Council’s organisational requirements and implement Regional Council
policy.
·
Address strategic corporate matters including property and
accommodation.
·
Consider and agree on the process to develop the Long Term Plan,
Annual Plan and Annual Report.
·
Adopt the Long Term Plan, Annual Plan and budgets variations, and
Annual Report.
·
Adopt Council policies as required by statute (for example
Regional Policy Statement and Regional Land Transport Strategy) to be decided
by Council or outside of committee delegations (for example infrastructure
policy).
·
Develop, review and approve Council’s Financial
Strategy and funding and financial policies and frameworks.
·
Institute any proceedings in the High Court that are not
injunctive proceedings.
·
Exercise the powers and duties conferred or imposed on Council by
the Public Works Act 1981.
Delegations
from Council to committees
·
Council has a role to monitor the functioning of all committees.
·
Council will consider matters not within the delegation of any
one Council committee.
·
Council may at any time, revoke or modify a delegation to a
Council committee, either permanently, for a specified time or to address a
specific matter, if it considers there is good reason to do so.
·
The delegations provided to committees may be further delegated
to subcommittees unless the power of further delegation is restricted by
Council or by statute.
·
It is accepted in making these delegations that:
·
The committees, in performing their delegated functions, powers
or duties, may, without confirmation by the Council, exercise or perform them
in a like manner and with the same effect as the Council itself could have
exercised or performed them.
·
The delegated powers given shall at all times be subject to their
current policies and principles or directions, as given by the Council from
time to time.
·
The chairperson of each committee shall have the authority to
exercise their discretion, as to whether or not the delegated authority of the
committee be used where, in the opinion of the chairperson,
circumstances warrant it.
Powers that cannot be delegated
Under Clause 32 Schedule 7 of the Local Government Act
2002, Council must make the following decisions:
·
Make a rate.
·
Make a bylaw.
·
Borrow money or purchase or dispose of assets, other than in
accordance with the long-term plan.
·
Adopt the long-term plan, annual plan, or annual report.
·
Appoint a chief executive.
·
Adopt policies required to be adopted and consulted on under the
Local Government Act 2002
in association with the long-term plan or developed for the purpose of the
local governance statement.
·
Adopt a remuneration and employment policy.
Livestreaming
and Recording of Meetings
Please note the Public section of this
meeting is being recorded and streamed live on Bay of Plenty Regional
Council’s website in accordance with Council's Live Streaming and
Recording of Meetings Protocols which can be viewed on Council’s website.
The recording will be archived and made publicly available on Council's website
within two working days after the meeting on www.boprc.govt.nz
for a period of three years (or as otherwise agreed to by Council).
All care is taken to maintain your privacy;
however, as a visitor in the public gallery or as a participant at the meeting,
your presence may be recorded. By remaining in the public gallery, it is
understood your consent is given if your image is inadvertently broadcast.
Opinions expressed or statements made by
individual persons during a meeting are not the opinions or statements of the
Bay of Plenty Regional Council. Council accepts no liability for any opinions
or statements made during a meeting.
|
|
|
|
|
|
Report To:
|
Regional
Council
|
|
Meeting
Date:
|
27 May
2024
|
|
Report
Writer:
|
Antoine Coffin, Manager, Spatial
Planning
|
|
Report
Authoriser:
|
Namouta
Poutasi, General Manager, Strategy and Science
|
|
Purpose:
|
|
|
|
|
Adoption
of SmartGrowth Strategy (including Future Development Strategy)
|
Executive Summary
An 18-month
review of the SmartGrowth Strategy including a special consultative procedure
is now complete. The Strategy including the Future Development Strategy
is ready for consideration and final approval.
The
SmartGrowth Strategy is a 30 year plus strategy which sets the strategic
vision and direction for the growth and development of the sub-region. It
includes the Future Development Strategy, a requirement of the National
Policy Statement for Urban Development 2020.
The next
steps are to prepare a Funding and Implementation Plan.
|
Recommendations
That the Regional
Council:
1 Receives the report, Adoption of SmartGrowth Strategy (including
Future Development Strategy);
2 Adopts the SmartGrowth Strategy 2024-2074 and the Future Development
Strategy including the amendments recommended by the SmartGrowth Hearings Panel;
3 Notes the Key Actions recommended by the
Panel for future consideration as part of the Implementation and Funding
Plan;
4 Notes the delegation of authority to the Independent Chair to
make any minor corrections to the Strategy, Executive Summary and Decision
Document;
5 Confirms the decision has a high level of
significance as determined by the Council’s Significance and Engagement
Policy. Council has identified and assessed different options and considered
community views as part of making the decision, in proportion to the level of
significance.
1. Introduction
SmartGrowth is
a comprehensive, 30 year plus strategy which sets the strategic vision and
direction for the growth and development of the sub-region. The strategy
provides a framework to manage growth in an integrated and collaborative way in
order to address complex planning issues, especially matters that cross over
council boundaries.
The SmartGrowth
partnership is made up of Bay of Plenty Regional Council, Tauranga City
Council, Western Bay of Plenty District Council, tāngata whenua and
central government. Te Whatu Ora (Health NZ), the Transport System Plan,
Priority One2 and Water Services are also implementation partners.
This Strategy
is based on an envisioned population scenario of 400,000 people over the next
50 plus years. It has a particular focus on the next 30 years but does consider
growth over a 50-year period.
This Strategy
has been informed by existing strategies, plans and information as well as data
held by the partners. This includes the Urban Form and Transport Initiative
(UFTI), the Western Bay of Plenty Transport System Plan (TSP), local spatial
plans, the Housing Action Plan and other key documents.
The regional
council has been an active partner since the strategy inception in 2000.
Most recently this is reflected in participation in governance, leadership,
implementation, funding support, and technical advice.
1.1 Legislative
Framework
Under the
National Policy Statement on Urban Development (NPS-UD) 2020, the purpose of a
Future Development Strategy is to promote long-term strategic planning by
setting out how a local authority intends to:
• achieve well-functioning urban environments in its existing and
future urban areas
• provide at least sufficient development capacity over the next 30
years to meet expected demand; and
• assist the integration of planning decisions with infrastructure
planning and funding decisions.
Tier 1 urban environments are
required to have a Future Development Strategy. Tauranga – Western
Bay of Plenty is a tier 1 urban environment.
The Future Development Strategy
is an integral part of Part 4 of the Smart Growth Strategy. The Future
Development Strategy is informed by SmartGrowth Housing and
Business Capacity Assessment 2022, and integrated with the other parts of the
strategy particularly the Connected Centres (Part 2) and Spatial Plan
(Part 3).
1.2 Alignment
with Strategic Framework
|
A Healthy Environment
|
|
|
Freshwater for Life
|
|
|
Safe and Resilient Communities
|
|
|
A Vibrant Region
|
|
|
The Way We Work
|
We look
to partnerships for best outcomes.
|
This work aligns with our strategic direction.
1.2.1 Community
Well-beings Assessment
|
Dominant Well-Beings Affected
|
|
¨ Environmental
|
¨ Cultural
|
¨ Social
|
¨ Economic
|
The SmartGrowth Strategy seeks
to address the four well-beings through a range of environmental, social,
cultural and economic objectives throughout the strategy. Furthermore,
six transformational shifts and complimentary growth directives guide the
priorities for implementation of the plan.
These transformational shifts
are:
1. Homes for Everyone
2. Marae as Centres and Opportunities for Whenua
Māori
3. Emissions Reduction through Connected Centres
4. Strong economic corridors linking the East and West
to the City and the Port
5. Restore and enhance eco-systems for future
generations
6. Radical change to the delivery, funding and financing model for
growth.
1.3 Significance
The recommended
proposal/decision has been assessed against the criteria and thresholds in
Council’s Significance and Engagement Policy, and can be considered:
|
High
|
The
decision will potentially cause major impacts on the environmental, social,
economic or cultural interests of most of the Bay of Plenty community.
|
2. SmartGrowth
Strategy
2.1 Process
of review
The SmartGrowth Strategy was
developed over an 18-month period through a collaborative process with partners
and stakeholders. The Strategy was notified for submissions under the Local
Government Act “Special Consultative Procedure” (SCP).
Submissions were open from 18
September 2023 to 20 October 2023. 86 submissions were received. A
full copy of the submissions and a summary of submissions is available on the
SmartGrowth Website www.smartgrowthbop.org.nz/news/smartgrowth-strategy-submissions
Hearings of submissions on the
Draft SmartGrowth Strategy 2024-2074 (SmartGrowth Strategy) were held on 4 and
5 December 2023. The Hearings Panel heard from 34 submitters.
The Hearings Panel held an
informal workshop on 7 and 8 February 2024 where it considered draft
“Issues and Options Papers” (IOPs) prepared by “Topic
Leads” to inform deliberations. The workshop focused whether the draft
information would be sufficient and appropriate to support its deliberations on
submissions. Guidance was given on reporting, and no substantive decisions were
made.
Site visits were held on Tuesday
20 February 2024.
Formal deliberations took place
at meetings of the Hearings Panel on 28 February, 1 March and 19 March 2024.
These meeting were open to the public and live streamed.
Topic Leads attended the
deliberations meetings where they presented their IOPs, identifying the key
issues, answering questions from the Panel, and assisting the Panel with
formulating recommendations and reasons supporting these. The IOPs are
available on the SmartGrowth Website and provide background to the
recommendations.
A broader overview of the
SmartGrowth journey is included in Figure 1 illustrating the iterations of
SmartGrowth Strategy since 2013.
Additional feedback was received
by the SmartGrowth Leadership Group and referred back to the SmartGrowth
Hearing Panel. The Panel reconvened to discuss and resolve matters on 13
May 2024. The updated agreed version will be circulated with the
SmartGrowth agenda.
2.2 Contents
of Strategy
The strategy
has five parts.
Part 1 sets out
the description of the sub-region, background of SmartGrowth and the Strategy,
the vision, objectives and transformational shifts.
Part 2 sets out
the growth challenge and opportunities, growth scenario and relationship to
local place-making
Part 3 is the
spatial plan providing a lens on topics that are important for the live, work,
play and learn philosophy. These include; areas to be protected and
developed carefully, tāngata whenua, climate resilience, Te Taiao, Rural,
urban form and centres, housing, 3 waters and infrastructure, social
infrastructure and well-being, and economic wellbeing.
Part 4 contains
the Future Development Strategy, the areas for development over 30 years,
infrastructure needs, strategic priorities and housing projections/allocations.
Part 5 is the
implementation section, setting out high level scope of the Funding and
Implementation Plan.
3. Considerations
3.1 Risks
and Mitigations
As noted the Funding and
Implementation Plan will be developed and refined over the next few months. The
key risk relates to affordability of implementation.
3.2 Climate
Change
The SmartGrowth Strategy has a
dedicated chapter on climate resilience which sets out 3 core principles which
apply to transport, urban development and protected biodiversity. There
are also 3 growth directives:
· Nature-based solutions and water sensitive urban design are
prioritised and used in urban areas.
· Coastal, terrestrial and freshwater ecosystems are enhanced to
improve carbon storage and resilience to climate change.
· Development and infrastructure are planned to be resilient and
adaptive to climate change and natural hazardsThe strategy emphasises
the urgency and complexity of the climate change crisis that
requires actions at a new depth and scale.
The strategy also recognises the
integration of the climate change challenge in many other others throughout the
strategy providing a lattice work of relevant principles, integrated directives
and challenges.
3.3 Implications
for Māori
Tangata Whenua have been a
partner to the strategy since 2000. The SmartGrowth Strategy is supported by
the Combined Tangata Whenua Forum, made up of representatives of iwi and
hapū in the sub-region. They meet on a bi-monthly basis and are serviced
by TuPakari advisors. The Combined Tangata Whenua Forum has been an
active participant in the review of the Strategy and FDS, holding workshops,
online sessions, identifying area of interest and concern.
The strategy has a particular
focus on topics of interest to tangata whenua. These include:
· Relationships with their whenua, wai, and taonga
· Tangata
whenua aspirations for Māori land and papakainga development
· The
importance of water
· The linkages
of mountains, the sea and natural features
· Respect and
care for people
· Environmental
reciprocity and responsibility.
3.4 Community
Engagement
The review of the SmartGrowth
Strategy has involved a special consultative procedure, a formal process to
receive submissions, hear those submissions and make deliberations. Some
90 submissions (500 submission points) were received and hearings were held in
December 2023. Deliberations of the hearing panel were held in January-May
2024.
The Regional Council was
represented on the panel by one its SmartGrowth Leadership Group members.
The Regional Council provided
support to the hearing process with topic leads of three Issues and Options
papers, and planning/subject matter expert inputs where required by the
secretariat and authors of Issues and Options reports.
3.5 Financial
Implications
The SmartGrowth project involves
annual grant contributions as a partner. These have been on a 42.5% share
of costs of administration including the secretariat, Combined Tangata Whenua
Forum and activities set out in the annual budget.
In early 2024 the regional
Council informed SmartGrowth partners that the council would be setting its
future annual contribution to $418,500 a reduction of 10% from its $465,000 in
the 2023-2024 financial year. This was due to cost savings sought across the
organisation in a financially constrained environment. The final funding
amount will be confirmed through the Long Term Plan in June 2024. [If relevant,
Insert text]
It is expected that the
SmartGrowth secretariat will be required to work within the budget envelope.
The regional council has
employed significant staff resources to support the review of the
strategy. Staff will continue to support BUA activities and have
programmed some of the implementation activities post Strategy adoption.
At present these known activities are within the current operational budgets
and team capacity.
The Funding and Implementation
Plan to be developed post strategy adoption will provide clarity of future
costs needed to be accounted for. It is unclear at this stage the details
of what may be anticipated, however, significant unbudgeted costs will require
approval through normal internal processes.
4. Next
Steps
The next steps to implement the SmartGrowth Strategy
and Future Development Strategy will be at the sub-regional and partner level.
Key sub-regional steps include the development and
adoption of a Funding and Implementation Plan. Scoping, format and themes
have been identified, with further work required to articulate priority actions
for the next three years. The current timeframe for completing the Funding and
Implementation Plan is September 2024.
In the background are a number of strategic
partnerships that influence the implementation of SmartGrowth. These
include:
· The Western
Bay Transport System Plan (TSP)
· The Kainga Ora
proposed Tauriko Specified Development project
Attachments
Attachment 1 - PLACEHOLDER. - SmartGrowth Strastegy (to be
distributed once available) ⇩
