Agenda of Council - Wednesday, 10 September 2025

Council

10 September 2025

File No.: 25/458

7.1 Levin Landfill Closure - Leachate Groundwater Project

Author(s)

Tony Parsons

Principal Project Manager | Tumu Hinonga Mātāmua

Rob Benefield

Commercial & Operations Manager | Kaiwhakahaere o ngā Kawenga Mahi

Approved by

Daniel Haigh

Group Manager Community Infrastructure | Tumu Rangapū, Tūāhanga Hapori

Monique Davidson

Chief Executive Officer | Tumuaki

Purpose | TE PŪTAKE

1. The purpose of this report is to seek Council endorsement of the Levin Closed Landfill Management Plan (CLMP) that includes direction to further understand and manage effects on the environment including leachate from the Old Levin landfill that closed in 2004. The CLMP reconfirms permanent closure of the Levin Landfill for receipt of municipal waste and will be regularly updated to manage aftercare of the site over the next 30 years.

2. This report also seeks Council endorsement for council officers to continue enhancing the monitoring framework to further validate leachate source, pathway and impact quantification, while broadening research in assessing alternative Best Practicable Options (BPO’s) for the on-going management of leachate from the Levin Old Landfill.

3. Also, to seek Council approval to utilise approved funding to continue researching and validating alternate BPO opportunities. Subsequent recommendations and ongoing engagement and direction from the Project Management Group (PMG) and Neighbourhood Liaison Group will be brought back to Council in early 2026. This will include an update on proposals for consenting or delivery of any physical works not currently approved by Elected Members.

This matter relates to Enriching Our Environment

Continue workstreams to enable decision making on Councils role and focus in waste management and miniminsation, including potential future uses of the Levin Landfill site.

This matter relates to Delivering the Long-Term Plan 2024-44

Delivering the Long-Term Plan 2024-44

Executive Summary | TE WHAKARĀPOPOTOTANGA MATUA

4. Recent compliance assessments by Horizons Regional Council have identified a significant non-compliance relating to timing and interpretation of BPO implementation options. At the time of writing, Council Officers are engaged with Horizons Compliance Officers on the interpretation and determination of compliance.

5. The 2019 landfill agreement and technical assessments undertaken at the time set out a range of options. One of these options, capping the top of old dump was completed in April 2023. Others have been investigated and remain as future options if determined to be required or feasible to implement.

6. Focus over the last 12 months has been on advancing one option (BPO3), investigations to date have confirmed a number of dependencies, including how the leachate will be treated once removed from the environment and the detrimental impact that this extraction will have on nearby existing wetlands. An ecological assessment on the impact of existing groundwater leachate was also undertaken. As a result of these assessments there is a need for further research before implementation to understand the extent of any leachate potential impact on the Hokio Steam and alternative options to prevent or mitigate, including capping of the old Landfill to prevent groundwater ingress/leachate generation or onsite treatment of extracted leachate. Wetland improvements in neighbouring land or the wider Hokio Stream catchment are also to be investigated and reported back to Council to confirm commitments for implementation. Further detail on the investigations and challenges is set out in background section of this report including a summary of the budget spent to date. A resolution is sought from Council to broaden the scope of funding allocation for BPO3 to investigate other options that could include additional capping, and or wetland planting/ecological improvements in the Hokio Stream catchment. This will be undertaken alongside input from partners and stakeholders including the Levin Landfill Neighbourhood Liaison Group (NLG) and Project Management Group (PMG).

7. The Closed Landfill Management Plan (CLMP) provides the mechanism for systematically addressing compliance, ensuring that monitoring data, scientific assessments, and stakeholder engagement inform the evaluation of practicable remediation options and support Council’s ongoing consent and aftercare obligations in the decades to come.

8. Throughout 2025, the draft CLMP has been through a series of engagements with input from local Iwi/hapū, the PMG and NLG. Endorsement of the CLMP and Council providing certainty that the Landfill will remain closed has been communicated as a priority focus for Ngāti Pareraukawa hapū. The CLMP is a living document for managing the aftercare of this site that will require annual review, endorsement by Council is another step-in providing certainty to partners, stakeholders and the community that the landfill is and will remain closed.

RECOMMENDATION | NGĀ TAUNAKITANGA

A. That Council receive Report 25/458 Levin Landfill Closure - Leachate Groundwater Project.

B. That Council recognise this matter or decision as not significant in terms of S76 of the Local Government Act.

C. That Council endorses the Levin Closed Landfill Management Plan (CLMP). The CLMP is an aftercare plan, setting out management, maintenance and operation of the Closed Levin Landfill. This is a living document that includes monitoring and proposed operational requirements for Leachate BPO projects that will continue to be developed alongside Iwi partners, owners, PMG and NLG.

D. That Council endorses approach to continue enhancing the monitoring framework related to leachate from the old Levin landfill to inform ongoing analysis and decisions on mitigation requirements to maintain compliance with consent conditions.

E. That Council notes funding to continue researching and validating alternate opportunities including onsite treatment of leachate, additional capping of the Old Levin Landfill or wetland planting will come from the approved existing Best Practicable Option (BPO) funding.

Background | HE KŌRERO TŪĀPAPA

Levin Landfill Site

9. The Levin Landfill has operated for over 50 years at the Hokio Beach Road site until it was officially closed by Council on 31 May 2023 (Resolution Number CO/2023/104).

10. The ‘Old Dump’ portion of the Landfill site, which closed in 2004, is an unlined landfill located on sand dunes. This portion is made up of two areas separated by an access road. Waste disposed in Area 1 are approximately 20-30m deep and Area 2 is a shallow site with waste up to 5m deep. The top of Area 1, which has been capped on 3 different occasions, with different materials, was capped as part of an identified BPO with compacted clay material in April 2023. The sides are capped with sandy soil and the whole of Area 1 is covered in established grasses and other vegetation. Area 2 has soil cover but no formal capping and is covered in dense growth of pine trees.

11. The ‘New Landfill’ portion of the site was built in the early 2000’s and is a Class I landfill with an impermeable bottom barrier, a leachate collection network, a gas reticulation network, and a flare to burn off methane and hydrogen sulphide.

Levin Closed Landfill Management Plan

12. Under the terms of the Landfill Agreement (LA section 2.5), Horowhenua District Council decided on 31 May 2023 to officially close the Levin Landfill for future disposal of municipal solid waste (i.e. the landfill is closed for the purposes of a Class 1 landfill).

13. The Landfill Agreement requires that a closure and remediation plan be prepared for the Levin Landfill two years prior to the closure date as determined by the process anticipated under the Landfill Agreement. Because of the way the closure decision unfolded, the timing of the preparation of the closure and remediation plan does not align with the programme set out in the Landfill Agreement.

14. However, the scope of the closure and remediation plan is aligned with the Landfill Agreement and includes the concept proposal for the remediation of the Northern Farm Drain (i.e., the Leachate BPO project required under condition 2 of Discharge Permit ATH2002003984.02 (DP 6011), and conditions 14 and 25 of Discharge Permit ATH-2002003983.02 (DP 6010)).

15. The purpose of this Closed Landfill Management Plan (CLMP) is to provide guidance for the management, maintenance and infrastructure operations of the Closed Levin Landfill, including proposed operational requirements for the Leachate BPO projects.

16. The CLMP replaces all existing LMPs for both the unlined and lined areas of the Levin Landfill. The roles and responsibilities of parties who are to implement the protocols set out in this CLMP are stated in section 8.1.3. Note that while this plan has been called the “Closed Landfill Management Plan”, it could equally well have been called the “Closed Landfill Aftercare Management Plan”.

17. In developing the draft CLMP, officers have sent the draft document out to Iwi/hapū partners and key stakeholders (NLG, PMG, HEKA and other interested parties) on two separate occasions in seeking a CLMP that meets the needs of the community. Equally important officers have run workshops with different audiences during the consultation in seeking feedback and discussing key points of concern or interest. There remains a diverse range of views on the problems and solutions that need to be implemented at the site. Officers will continue to engage and develop evidence base to inform future decisions and focus of the CLMP.

18. Once endorsed the CLMP remains a living document as we continue to work through key deliverables i.e. reviewing the existing consent for the site as a closed landfill, assessing and managing results from the Monitoring Framework, researching and confirming ongoing BPO opportunities, considering future use options for the closed landfill and updating the CLMP to reflect or incorporate any agreed changes through the course of the plans life.

19. The CLMP will be reviewed annually alongside the landfill provision, which is required for annual reporting purposes, and to ensure it remains fit for purpose.

Leachate

20. Landfills generate leachate as the waste material breaks down and through rainwater percolating through the waste body. The contaminants within leachate pose a risk to the environment through surface water and groundwater.

21. Modern landfills, such as the ‘New Landfill’ site are lined and have leachate collection systems to prevent surface groundwater contamination; however, the Old Dump site is not lined as it was built before these engineering standards were established.

22. Landfills can hold large volumes of leachate, and the environmental effects can differ from site to site depending on how much water the landfill can hold, how quickly it is released to the environment and the sensitivity of the receiving environment. This is important to understand the complexities of having a monitoring framework that ensures the validation of leachate source, pathways and impact quantification.

23. Council is required to comply with the Consent Discharge Permit regulated by Horizons Regional Council. This consent states that Horowhenua District Council must complete an assessment of leachate remediation options and develop a BPO by the end of April 2021. The intention of the assessment was to:

a. Cease, and if cessation is not feasible, materially reduce the discharge of leachate to the Tatana Dain and Hokio Stream; or

b. If either of these options in (a) are not feasible then options to offset the effects within the Hokio catchment and if that is not feasible or possible, options to compensate effects within the Hokio catchment of outside of it (either option through an ecological package up to the value of $350k).

24. Council was required to fully implement a selected remediation BPO by June 2023.

25. Horowhenua District Council’s ongoing commitment to meet this consent condition, installed the first selected BPO, in recapping the Old Landfill in April 2023. Since the closure of the ‘Old Landfill’ Horowhenua District Council has capped the Old Landfill on four separate occasions in an effort to limit infiltration of groundwater to materially reduce generation and discharge of leachate.

26. As Horowhenua District Council remains committed to limiting the impacts of leachate from the old landfill on the surrounding environment, Council have approved and continued to explore other BPO opportunities, this will continue as part of the CLMP and aftercare management to ensure ongoing consent compliance

27. The outcome sought from ongoing monitoring of ground water flows and researching interventions is to reduce the impact of leachate on the Hokio Stream. This is supported by the significant investment in continued research and investigation of options, and while the Leachate Extraction Project (BPO3) has been put on hold, this will continue to be considered along with other options as identified below in next steps.

28. BPO 3 involved creation of full trench (200m) and extraction of 360m3/day discharge to sewer. A staged approach to implementation was approved. Stage 1 involved the installation of a 100m length extraction trench. The extraction rate would gradually increase to 220m3/day with the dilute leachate being pumped to the Levin Wastewater Treatment Plant. After 3-4 years of operation the 2^nd stage would be added once capacity at the plant was online to treat. This would comprise an additional 100m length of trench. The combined total daily extraction would rise to a maximum of 360m3/day.

29. Funding of $1,997,000 (including contingency) was approved by Council to validate, consent and implement this option.

30. To date $377k of the planned $1.03m for investigation and consenting has been spent as part of the BPO research. This includes wider ecological assessments, concept investigation, design, internal staff costs, engagement and consenting processes.

Subsequent Validation and Research

31. As part of validating, researching and consenting the BPO3 option, investigations and monitoring provided to date show no breaches of the Horizons consent that would indicate toxic effects on the Hokio Stream from groundwater from the Levin Landfill site. These investigations have included:

· Numerical Groundwater Modelling Report and BPO Engineering Design completed by Earthtech,

· NIWA Stream Flow Investigation,

· Ecological Solutions Report on Stream and Wetland Ecology,

· Horizons Regional Council Assessments, and

· Stantec Compliance Reports.

Horizons Regional Council: Significant Non-Compliance Notice

32. Horowhenua District Council is required to comply with the conditions in the Closed Landfill Consent issued by Horizons Regional Council.

33. In July 2025, Council received a significant non-compliance notice as part of Horizons 2023/24 Compliance Monitoring Report relating to the Consent Condition specifying Discharge of landfill leachate onto and into land.

34. This non-compliance notice related to:

· the failure of Council to undertake monitoring and provide monitoring results and reports, and

· not meeting the timeframe for the installation of the Best Practical Option (BPO) for leachate remediation.

35. Horowhenua District Council is currently appealing this finding and has requested that Horizons Regional Council redact its significant non-compliance finding as the condition associated with the Consent was met by recapping the Old Landfill in April 2023. Equally important is that the monitoring framework has taken place and reports have been provided, this is evidenced by Councils data collection and analysis reports. At times due to the turnover of staff or failed test results a small number of results haven’t been logged. This does not constitute a significant non-compliance on its own as monitoring and testing remains in place.

36. HDC remains committed to continue to explore other viable BPO options (and will continue to do so as part of the closed landfill aftercare management to ensure ongoing consent compliance).

Council Meetings and previous direction to note

Council Meeting 24 July 2024 (Public Excluded)

37. At the Council Meeting held on 24 July 2024, Council approved financial delegation to the Chief Executive Officer to fund the investigation, consenting and delivery of BPO 3 up to the value of $1,997,000.

Council Meeting 8 May 2024

38. At the Council Meeting on 8 May 2024, Council approved Best Practical Option 3 – described as ‘full trench (200m) 100% extraction (360m3/day) discharge to sewer, with the associated budget for works of $1,997,000.

Council Meeting 14 December 2022

39. At the Council Meeting on 14 December 2022, Council adopted a package of works for the Levin Landfill site that included:

· Procuring a maintenance contractor to monitor the landfill cap and repair as needed (including repairing seeps as needed) - The initial capping repairs were undertaken in 2023 and ongoing monitoring has been resourced and managed internally.

· Fund the importation of clay soil, shaping the top of the Old Dump site to stop water ponding, crease ingress and control surface stormwater flows. Re-establish vegetation - Completed in April 2023 to fulfil requirements of BPO implementation by June 2023.

· Procure specialist assistance to confirm the contamination in the gulley area at borehole C2, scope the required remediation of contaminated land, and undertake remediation - Actioned and ongoing. Early advise from specialist was the catalyst for BPO3 groundwater extraction investigations.

· Approve a programme of work to assess targeted restoration areas of the Tatana Drain and Hokio Stream by working alongside iwi and willing landowners, develop a restoration programme, secure additional funding and then proceed with appropriate restoration projects – Discussion on this with Iwi/NLG and PMG. Agreement has not been reached with landowners and further discussions on going. Cost to implement this will be brought to Council in early 2026.

· Authorise Council Officers to undertake scoping activities to determine the cost of adding additional capping to the top and sides of the Old Dump as suitable soil becomes available and ensure that suitable drainage is constructed as capping is applied - The top of old landfill was capped in April 2023. Specialist advice following onsite assessment was that capping of sides provided minimal benefit for the ~$800k investment. There have been renewed requests from members of PMG and NLG to undertake this work. Officers have been working with the O2NL project team to understand any suitable material that could be sourced from this project. At this stage there is unlikely to be suitably compliant material available. Any further imported capping material would need to be purchased from a suitable local quarry source. Officers have committed to a review of the benefits and costs to undertake full or partial capping of the sides and reporting back to NLG, PMG and Council Elected Members in early 2026.

40. Please see the following link for further details: Agenda of Council - Wednesday, 14 December 2022.

ENGAGING WITH MĀORI | TE MAHI TAHI KI TE MĀORI

41. The future of the Levin Landfill site is of particular importance to iwi and hapū in the Hōkio community, particularly Muaūpoko and Ngāti Pareraukawa. Representatives have been regularly engaged with, and Council will continue to engage with iwi and hapū on this matter and future projects that relate to the wider environment.

CLIMATE CHANGE | NGĀ ĀHUARANGI HURIHURI

42. No specific issues in addition to actions covered in the CLMP.

FINAnCIAL AND RESOURCING | TE TAHUA PŪTEA ME NGĀ RAUEMI

43. Budgets for this work have been previously approved as part of the landfill provision preparation. This is updated on an annual basis, audited and any funding changes and resulting borrowings and rates requirements are incorporated into the budget for the following years.

Legal and Risk | Te Ture me ngā Mōreareatanga

44. Council is required to comply with the Resource Consent administered by Horizons Regional Council and the Landfill Agreement. Relevant details are included in the background section above.

COMMUNICATIONS AND ENGAGEMENT | TE WHAKAWHITI PĀRONGO ME TE MAHI

45. Engagement to date covered in above background section and will continue with a particular focus on Iwi partners/owners and PMG/NLG.

Communicating with our Community | Te Whakawhiti Pārongo ki te Hapori

46. No specific community engagement related to this report.

Next Steps | HEI MAHI 

Council Officers will:

47. Finalise and implement the Levin Closed Landfill Management Plan with annual reviews and updates as required.

48. Continue to engage with Horizons Regional Council to address any consent requirements including targeted reporting and remedial action planning if required.

49. Progress further investigation and validation of Best Practicable Options with priority given to assessing the effectiveness, feasibility, and costs of leachate management alternatives.

50. Strengthen the monitoring framework to improve understanding of contaminant sources, migration pathways, and receiving environment effects, with a particular focus on groundwater and the Hōkio Stream.

51. Report back to Council with the findings from the further investigations and monitoring to inform decisions on long-term leachate management and future consenting requirements.

52. Maintain regular engagement with iwi, hapū, and key stakeholders such as the NLG and PMG to ensure that their feedback is incorporated into ongoing site management and remediation activities.

Confirmation of statutory compliance

In accordance with sections 76 – 79 of the Local Government Act 2002, this report is approved as:

a. containing sufficient information about the options and their advantages and disadvantages, bearing in mind the significance of the decisions; and,

b. is based on adequate knowledge about, and adequate consideration of, the views and preferences of affected and interested parties bearing in mind the significance of the decision.

Attachments | NGĀ TĀPIRINGA KŌRERO

No.	Title	Page
a ⇩	Closed Landfill Management Plan - 2 September 2025	54

Council

10 September 2025

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Report: Levin Landfill Closure - Leachate Groundwater Project

Attachment: Closed Landfill Management Plan - 2 September 2025

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Council

10 September 2025

File No.: 25/464

7.2 Final Capex Carry Forward to 2025-26

Author(s)

Pei Shan Gan

Financial Controller | Kaiwhakahaere Tahua Pūtea

Daniel Haigh

Group Manager Community Infrastructure | Tumu Rangapū, Tūāhanga Hapori

Approved by

Jacinta Straker

Group Manager Organisation Performance | Tumu Rangapū, Tutukinga Whakahaere

Monique Davidson

Chief Executive Officer | Tumuaki

Purpose | TE PŪTAKE

1. The purpose of this report is to update the capital budgets for 2025-26 through considering projects that are required to be carried forward from the 2024-25 budget into the 2025-26 capital budget.

This matter relates to Pursuing Organisation Excellence

Further progress on getting the basics right and enhancing the customer experience through implementation of the Customer and Digital Action Plans.

This matter relates to Delivering the Long-Term Plan 2024-44

Delivering the Long-Term Plan 2024-44

RECOMMENDATION | NGĀ TAUNAKITANGA

A. That Council receive and note Report 25/464 Final Capex Carry Forward to 2025-26.

B. That Council recognise this matter or decision as not significant in terms of S76 of the Local Government Act.

C. That Council approves to carry forward $4.842m of capital projects into 2025/26 as outlined in the report.

D. That Council notes that $1.023m of the capital carry forwards is expected to be funded externally.

E. That Council approves to carry forward $81,572 of debt funded operating costs for infrastructure, noting that they will be funded from lower spending in capital projects.

F. That Council approves to carry forward $277,276 of debt funded operating costs planned for software, to be used for software and innovation projects.

G. That Council provides financial delegation to the Chief Executive to approve the claim for $1.8m from Waka Kotahi for the Tararua Roundabout Water Main Relocation and upgrade in line with the NIFF agreement and PDA agreement with Waka Kotahi.

bACKGROUND | hE KŌRERO TŪĀPAPA

2. A capital reprioritisation exercise was carried out during February and March this year as part of setting the 2025-26 Annual Plan Budget. As part of this, capital expenditure for 2024-25 was reforecast and confirmed to be $36.8m.

3. As part of setting the 2025/26 Annual Plan, we revised the phasing of the budgets for the East West Arterial and Inlet Pipe and Bulk Main projects. These projects have external NIFF funding associated with them. In order to have assurance around procurement ahead of external funding outcomes, and confirmation that procurement can proceed in line with the budgets in the LTP, acknowledging that if there is an external funding shortfall that a reprioritisation exercise will need to be undertaken to balance budgets of the next 4-year programme.

4. The borrowings were also revised following the re-prioritisation exercise of our capital programme, associated capital funding and debt funded operating costs.

5. The overall cumulative changes to borrowing were just under $4.7m across the four-year period and this was reflected in the 2025/26 Annual Plan.

DISCUSSION | HE MATAPAKINGA

6. Below is a summary of the preliminary capital spending for 2024-25:

7. Unaudited preliminary results for actual capital expenditure of $31.646m has been confirmed for 2024-25. This is $5.108m lower than the level forecast when setting 2025-26 the Annual Plan. Officers are requesting to carry forward $4.842m of this underspend into the 2025-26 year.

8. If the capital carry forwards are approved, the total capital spending budget for 2025-26 will increase from $47.740m to $52.582m.

9. Of the $4.842m capital carry forward proposed $1.023m will be externally funded with $838k funded by National Infrastructure Funding and Financing (NIFF) funding and the remainder will be externally funded by NZTA Waka Kotahi. The rest is funded through Local Government Funding Agency (LGFA) borrowings.

10. In addition, it is requested to carry forward $277,276 of debt funded operating costs planned for software, to be used for software and innovation projects.

11. $81,572 of debt funding operating costs for infrastructure projects are also requested to be carried forward which will be funded by the lower spending in capital projects.

12. When taking the above into account, Officers are proposing an overall net saving in terms of borrowings required for 2025-26 and 2026-27 of $1.207m.

13. Below is a summary of the impact of the proposed changes on net borrowings compared to the LTP. There is a $1.207 net reduction in the required borrowings by the end of 2025-26 as a result of this proposed change

14. The listing of projects and the associated financial information is provided below with the key reasons for the carry forward requests.

Activity	Project Name	Approved Budget (2024/25) $	Amount spent to 30 June 2025 $	Carry forward request amount $	Carry forward final Amount $
	Capital expenditure:
Land Transport	Sealed Roads Resurfacing (Chipseal)	1,254,658	805,505	379,208	379,208
Representation and Community Leadership	Levin Town Centre Activation Projects	1,979,700	20,300	1,959,400	1,959,400
Wastewater	Levin WW Network - MacArthur Street Wastewater main renewal/upgrade	2,133,648	1,289,664	841,966	841,966
Wastewater	Bryce St, Shannon WW Renewals	1,828,345	628,469	550,000	550,000
Wastewater	Wastewater Network I&I Projects	1,828,345	628,469	50,000	50,000
Wastewater	Foxton Beach Wastewater Treatment Plant Reactive Renewals	220,000	186,598	16,975	16,975
Water Supply	Districtwide Water Network Reactive Renewals	1,050,000	1,003,714	100,000	46,286
Water Supply	Levin Water Treatment Plant - Filter 1 refurbishment	1,000,000	136,433	130,000	130,000
Water Supply	Levin Water Treatment Plant – Planned Minor Projects			50,000	50,000
Water Supply	Levin Water Treatment Plant Reactive Renewals			37,656	37,656
Water Supply	Tokomaru Water Treatment Plant - Planned Minor Projects	500,000	1,559	20,000	20,000
Water Supply	Tokomaru Water Treatment Plant – Operators control room relocation and fencing	500,000	108,890	69,693	69,693
Water Supply	Foxton Beach Water Treatment Plant - Green Sand Filter Upgrade	250,000	12,483	130,000	130,000
Stormwater	Te Awahou Foxton Flood Mitigation Project – two Tractor pumps	NA	NA	154,102	154,102
Community Facilities	Development of a Strategic Recreation Investment Framework for Elected Members	80,000	60,500	16,385	16,385
Community Infrastructure	Strategic Recreation Investment Framework	80,000	23,500	16,835	16,385
Property	Building Renewals- Te Takeretanga o Kura-hau-po	112,000	99,573	112,000	12,427
Property	Property renewals programme	507,997	209,293	275,000	275,000
Treasury and Support	Implementation of Digital Strategy	170,000	44,307	125,000	86,318
	Total Capital carry forward			5,054,070	4,841,801

	Debt funded operating costs:
Representation and Community Leadership	Hokio Project (Farm Track)	NA	NA	18,984	18,984
Representation and Community Leadership	Levin Town Centre/Integrated Transport Approach - Scope of Works	NA	NA	12,588	12,588
Stormwater	Waitarere Rise Stormwater	NA	NA	50,000	50,000
	Total debt funded operating costs			81,572	81,572
	Grand Total			5,135,642	4,923,373

15. Sealed Roads Resurfacing (Chipseal) – Under delivery in the 2024/25 resurfacing programme lead to an underspend. This budget is needed for 2025/26 and scheduled to be spent in November by adding the missed reseal sites to the 2025/26 programme. This programme is 61% funded by NZTA Waka Kotahi.

16. Levin Town Centre Activation Projects - Potential opportunity to provide financial support towards a significant strategic Levin Town Centre opportunity.

17. Levin WW Network - MacArthur Street Wastewater main renewal/upgrade - Unexpected delay in construction, pushing the contracted works out into 2025/26. This project was deferred to 2025/26 and budget was used for MacArthur St. This is expected to be spent in the first quarter.

18. Wastewater Network I&I Projects - Remote sensors ordered but not yet received. This is expected to be spent in September/October.

19. Bryce St, Shannon WW Renewals - Unexpected delay in construction, pushing the contracted works out into 2025/26. This is expected to be spent in the first quarter.

20. Foxton Beach Wastewater Treatment Plant Reactive Renewals – There was no budget allocated in the Annual Plan, requested budget will be utilised for unplanned renewals at treatment plant as required.

21. Districtwide Water Network Reactive Renewals - Ongoing works for Union St, Foxton to be scoped/scheduled. This is expected to be spent in the first quarter.

22. Levin Water Treatment Plant - Filter 1 refurbishment - It has always been in the plan to refurbish two filters at least in a year. This project is not a delayed project. Filter 1 was meant to be installed in 2025/26. However, due to its inefficiency, the job was started in May 2025. There is $270K allocated in the AP, this was for the completion of the current filter 1# refurbishment, the request to carry forward $130k is to undertake the refurbishment of the other 2 filters at the treatment plant this financial year. A procurement plan was presented to PRG 20 August.

23. Levin Water Treatment Plant – Planned Minor Projects - Development of storage and sampling room. This is expected to be spent in the first half of the financial year.

24. Levin Water Treatment Plant Reactive Renewals - Completion of Filter gallery inlet pipe renewal. This is expected to be spent in the first half of the financial year.

25. Tokomaru Water Treatment Plant - Planned Minor Projects - Ongoing filter upgrade works, awaiting materials supply.

26. Tokomaru Water Treatment Plant - Request to carry forward $69,693 from 24/25 to cover June claim costs, due to timing and impacts not allowing costs to be journaled to appropriate Financial Year.

27. Foxton Beach Water Treatment Plant - Green Sand Filter Upgrade –This project was delayed due to the time it took for the team to finalise the scope of works with the supplier and the lead time for the vessels was longer than anticipated. There is $65k allocated in the 25/26 Annual Plan, the requested carry forward of $130k is required to complete the works this financial year.

28. Te Awahou Foxton Flood Resilience project – Carry forward requested to pay final invoice for two tractor pumps vested to HDC from Horizons as part of the Te Awahou Foxton Flood Resilience project. the pumps, were purchased as part of this project and will be owned, managed, and maintained by HDC.

29. Development of a Strategic Recreation Investment Framework for Elected Members - Extended delivery to July/August.

30. Strategic Recreation Investment Framework - Extended delivery to July/August.

31. Building Renewals- Te Takeretanga o Kura-hau-po - Delay in supply of lights

32. Property renewals programme – Civic building roof in need of work. One year budget insufficient. Proposal to combine 2024/25 underspend with 2025/26 budget to afford required renewal.

33. Implementation of Digital Strategy - With focus going into addressing long standing foundational IT infrastructure issues in 2024/25 there has been a pause advancing the digital strategy and implementing new technology assets until we had the basics right. The roadmap for 2025/26 will see these ready to kick off.

Levin Wastewater Treatment Plant (LWWTP) Inlet Pipe Upgrade and Renewal project

34. The procurement approval for the Levin Wastewater Treatment Plant (LWWTP) Inlet Pipe Upgrade and Renewal project was granted in October 2023 via PRG paper (MyPal-2023-52). As part of the setting of the 2025/26 AP a revised budget of $5m is available this financial year. The NIFF funding comprises of HDC co-funding of $2,973,094 grant funding of $1,482,111 and loan funding of $1,736,021.

35. The contract has been issued for stage 1 within the available budget to ensure completion before end of 2025 to comply with existing NIFF requirements. The intention is to issue stage 2 as a variation to the existing contract, post negotiation with contractor utilising existing known market rates to ensure price tension.

36. Should the NIFF funding associated with the project not be available, there may be a need to undertake a capex budget reprioritisation with the new council to minimise impact on total capital outcome for 2025/26.

East West Arterial

37. Following revision of the NIFF project milestone budgets in early 2025 and as part of setting the 2025/26 AP, the phasing of the budget for the East West Arterial project was revised. There is $2m in the AP for the EWA in 2025/26, and $2m allocated for 2026/27. This project falls under the NIFF funding agreement milestone 5b -Stage 2 with a budget of $6,670,000 comprising of $807,022 HDC co funding and $5,862,978 loan funding.

38. If the additional $2m that is in 2026/27 year 3, is required to be brought forward to year 2, and should the NIFF funding associated with the project not be available, there will need to be a capex budget reprioritisation with the new council to minimise impact on total capital outcome for 2025/26.

Tararua - Water Main – Delegation

39. Council committed to enabling and contributing towards improvement works on Tararua Road including the Tararua Roundabout project in Schedule A of the PDA with Waka Kotahi. The procurement approval for the Tararua Roundabout Services Relocation was granted in October 2023, via PRG paper (MyPal-2023-53).

40. Waka Kotahi contracted Fulton Hogan to construct the Roundabout, with the water main relocation and upgrade being completed under a variation to the construction contract. The service relocation works commenced in January 2025 and the service relocation and upgrade was completed in May 2025.

41. Following the revision of the NIFF project milestone, and the timing for approval from NIFF regarding the revised project milestone budgets the revised delegation for the Chief Executive was not completed for the water services upgrade. Delegation for the Chief Executive to approve the claim of $1.8m is being requested.

42. The $1.8m budget has been included this financial year as part of setting the 2025/26 Annual Plan. Council have received the $1.8m claim via Waka Kotahi from Fulton Hogan for the relocation. Following this payment to Waka Kotahi, Council can then apply for $1.5m grant funding from NIFF.

Confirmation of statutory compliance

In accordance with sections 76 – 79 of the Local Government Act 2002, this report is approved as:

a. containing sufficient information about the options and their advantages and disadvantages, bearing in mind the significance of the decisions; and,

b. is based on adequate knowledge about, and adequate consideration of, the views and preferences of affected and interested parties bearing in mind the significance of the decision.

Attachments | NGĀ TĀPIRINGA KŌRERO

There are no appendices for this report

Council

10 September 2025

File No.: 25/530

7.3 Horowhenua Destination Management Plan

Author(s)

Ashleigh Le Gal

Destination Management Lead | Kaiwhakahaere Tūwāhi

Lisa Campbell

Strategic Communications Manager | Tumu Rautaki Whakawhiti Kōrero

Approved by

David McCorkindale

Group Manager - Vision & Delivery | Tumu Rangapū, Matawhānui Hapori, Whakarite

Monique Davidson

Chief Executive Officer | Tumuaki

Purpose | TE PŪTAKE

1. Endorsement of the refreshed Destination Management Plan as a strategic framework to guide the sustainable growth and development of the Horowhenua visitor economy.

2. Endorsement of the supporting implementation and metrics framework, noting that delivery will be within existing budget, phased, adaptive, and subject to Council’s usual planning processes.

3. This work reflects the commitment signalled in the Long Term Plan 2024-44 to continue the Destination Management function and ensures Council can respond to new opportunities and challenges while aligning with community outcomes and strategic priorities.

This matter relates to Delivering the Long-Term Plan 2024-44

Delivering the Long-Term Plan 2024-44

Executive Summary | TE WHAKARĀPOPOTOTANGA MATUA

4. It’s five years on from the initial Horowhenua Destination Management Plan and context has shifted significantly. COVID-19 is behind us, the Ōtaki to North of Levin (Ō2NL) expressway is about to be constructed, and new opportunities are emerging. To capitalise on these, a refreshed plan is required to provide clear direction and focus.

5. Visitor spend has grown at 1.5 to 2 times the rate of population growth with visitors contributing over $124 million in spend across the district in the year to March 2025, accounting for 3.2% of local GDP. With targeted interventions and initiatives, visitor expenditure has the potential to more than double to around $300 million by 2035. The refreshed Plan provides the framework to guide and enable this growth.

6. Destination Management creates jobs and supports local amenities and businesses that enhance the quality of life for residents, making Horowhenua a more appealing place to live. With affordability, lifestyle advantages, and strong connectivity, the district is increasingly attractive to new residents, generating social and economic value that extends well beyond the visitor sector.

7. Sustainability and partnership are central to the Destination Management Plan (the Plan). Protecting the district’s environment, respecting cultural values, and working in genuine partnership with mana whenua are non-negotiable foundations for destination management. Embedding kaitiakitanga, manaakitanga, and whanaungatanga ensures visitor growth strengthens rather than erodes the community and natural environment, while upcoming Treaty settlements present significant opportunities to deepen iwi and hapū leadership in shaping the district’s future as a destination.

8. Ō2NL creates a rare opportunity to shape Horowhenua as a destination by design. The expressway will reshape travel patterns and influence how visitors move through the district. With strong connectivity, rapid growth, and rich cultural and natural assets, Horowhenua is well placed to plan for the right visitor market development in the right places. Insight-led visitor master planning, aligned with existing urban and recreation strategies, will be critical – underpinned by continued restoration of natural environments such as Lake Horowhenua (Punahau) and the Manawatū River Loop.

9. Regional and national investment highlights the importance of events in stimulating domestic travel. Horowhenua has built strong momentum with the establishment of a Major Events Fund in 2024, creating a platform to grow existing events such as the Big Dutch Day Out and develop new offerings that showcase the district’s food, culture, and natural environment.

10. Focused leadership and coordination are critical to capture the benefits of visitor growth, manage its impacts, and align with community outcomes. Associate Membership with Regional Tourism NZ (RTNZ) has newly been established. This affiliation will strengthen Horowhenua’s national profile, unlock access to future funding, and position the district to deliver on its visitor sector potential.

DELEGATION OR AUTHORITY TO ACT | TE MANA WHAKATAU I NGĀ KAWENGA

11. Council holds the authority to act, as set out in its Terms of Reference and the Local Government Act.

SIGNIFICANCE ASSESSMENT | He Aromatawai Matua

12. This decision is recognised as not significant in terms of S76 of the Local Government Act. It has been assessed against the Significance and Engagement Policy and does not trigger any other assessment matters and therefore is deemed to be not significant.

RECOMMENDATION | NGĀ TAUNAKITANGA

A. That Council receive Report 25/530 Horowhenua Destination Management Plan .

B. That Council recognise this decision as not significant in terms of S76 of the Local Government Act.

C. That Council endorse the refreshed Destination Management Plan and the supporting implementation and metrics framework as a strategic framework to guide the sustainable growth and development of the Horowhenua visitor economy.

Background | HE KŌRERO TŪĀPAPA

13. The first Horowhenua Destination Management and Development Plan (2020–2030) was developed in 2020. While it was not formally endorsed by Council, it has served as the founding document guiding Horowhenua destination management efforts to date. The Plan established the district’s initial framework for developing the visitor sector, identifying the opportunities and challenges in positioning Horowhenua as an emerging destination.

14. Since that time, Council has demonstrated ongoing support for destination management, initially through a successful bid for Better Off Funding, and then through the Long-Term Plan, which provides dedicated funding to continue this function. This commitment has been strengthened by the appointment of a full-time Destination Management Lead within Council, providing leadership, coordination, and capacity to deliver on this important mahi.

Discussion | HE MATAPAKINGA

15. The refreshed Destination Management Plan (the Plan) builds on the original 2020–2030 Plan, which, while never formally endorsed by Council, has been the foundation document for Horowhenua destination management activity to date.

16. The action being sought through this report is endorsement of the refreshed Plan, alongside the supporting implementation plan and metrics framework.

17. Endorsing the refreshed Destination Management Plan signals Council’s commitment to continuing this function, as outlined in the Long Term Plan. The supporting implementation and metrics framework will guide delivery, but it is important to note that implementation will be phased, adaptive, and undertaken within existing budgets. Any future resourcing requirements or new initiatives would remain subject to Council’s usual planning and budget processes.

18. The refreshed Destination Management Plan has been developed with input from across Council, iwi/hapū, local operators, and community stakeholders. Independent consultants were engaged to guide the process and ensure best practice alignment with national destination management approaches.

19. Feedback has been incorporated through engagement, including an elected member workshop in August 2025. This has ensured the Plan reflects Council’s strategic priorities, community aspirations, and national tourism context.

20. Since the original Plan, Council has strengthened its commitment to destination management through Better Off Funding and the Long-Term Plan, including establishing a full-time Destination Management Lead. Endorsement of the refreshed Destination Management Plan provides the strategic direction to guide that resourcing and activity.

21. The refreshed Plan recognises the major changes that have occurred in the past five years, including the impacts of COVID-19, rapid population growth, and the upcoming construction of the Ōtaki to North of Levin (Ō2NL) expressway. It identifies the opportunities and risks these changes create for the Horowhenua visitor sector.

22. Endorsement of the Plan will provide a clear framework for Council and partners to prioritise investment, strengthen collaboration with mana whenua and industry, and enable Horowhenua to position itself nationally through its Associate Membership with Regional Tourism New Zealand (RTNZ).

23. Without endorsement, Council risks continuing to operate without a formally recognised strategy for destination management, limiting its ability to attract external funding, strengthen partnerships, and respond proactively to growth and visitor demand.

Options | Ngā Kōwhiringa

24. Three options have been identified for Council’s consideration in relation to the refreshed Destination Management Plan.

24.1. Option 1 (recommended) - Endorse the refreshed Destination Management Plan and its supporting implementation and metrics framework. This provides a clear, future-focused framework to guide Council and partner activity in destination management.

24.2. Option 2 (status quo) - Hold off endorsing the Destination Management Plan and implementation and metrics framework until further information has been provided.

24.3. Option 3 (not recommended) - Endorse the refreshed Destination Management Plan but hold off endorsing the supporting implementation and metrics framework.

25. The benefits and risks of each option are set out in the table below.

Options | Ngā Kōwhiringa

Benefits | Ngā Whiwhinga

Risks | Ngā Mōrearea

Option 1 (recommended)

Endorsement of the refreshed Destination Management Plan and the supporting implementation and metrics framework.

Provides an updated, future-focused framework aligned with Council’s strategic priorities and community outcomes.

Introduces clear implementation steps and SMART metrics for monitoring progress.

Requires ongoing staff capacity and resourcing to deliver the implementation plan.

Raises expectations from stakeholders that identified recommendations will be delivered, even where funding is dependent on external sources.

Option 2 (status quo)

Hold off endorsing the Destination Management Plan and implementation and metrics framework until further information has been provided.

Provides more time for Council to consider its role and seek additional detail before making a decision.

No immediate commitment of resources.

Delays decision-making, leaving the district without a clear framework in the interim.

Reduces Council’s ability to respond to emerging opportunities.

Risks loss of momentum and credibility with stakeholders.

Option 3 (not recommended)

Endorse the refreshed Destination Management Plan but hold off endorsing the implementation and metrics framework

Provides a clear, high-level strategic framework to guide future activity.

Allows Council to defer detailed implementation commitments until more clarity or resourcing is available.

Risk of stakeholder frustration if endorsement is seen as partial or hesitant.

Potential missed funding opportunities if clear metrics and actions are not confirmed.

Option 1 (recommended)

Option 1 - Endorsement of the refreshed Destination Management Plan and the supporting implementation and metrics framework is the preferred and recommended option as it reflects the commitment signalled in the Long Term Plan 2024-44 to continue the Destination Management function. It provides an updated, future-focused framework aligned with Council’s strategic priorities and community outcomes and introduces clear implementation steps and SMART metrics for monitoring progress.

ENGAGING WITH MĀORI | TE MAHI TAHI KI TE MĀORI

26. Council acknowledges the connection that the following Iwi/hapū have to Horowhenua and remain committed to working alongside them to build and maintain strong and meaningful partnerships, this is pertinent in the Destination Management space.

· Muaūpoko Tribal Authority

· Rangitāne o Manawatū

· Te Tūmatakahuki Incorporated Society a collective of Ngāti Raukawa hapū representatives including - Ngāti Turanga, Ngāti Rakau, Ngāti Te Au, Ngāti Takihiku, Ngāti Ngārongo, Ngāti Whakatere, Ngāti Pareraukawa, Ngāti Huia ki Poroutawhao, Ngāti Huia ki Matau, Ngāti Kikopiri, Ngāti Hikitanga and Ngāti Wehi Wehi.

· Te iwi o Ngāti Tukorehe Trust - representing Ngati Tukorehe, Te Mateawa, Ngāti Te Rangitawhia and Ngāti Kapu

· Ngāti Apa

27. Muaūpoko Tribal Authority and Ngāti Raukawa ki te Tonga were invited to attend a workshop as part of the refresh process, but capacity prohibited this. Officers referenced key iwi and hapū strategies and documents, including environmental management plans, community plans, the National Māori Tourism Strategy and iwi/ hapū submissions to Council plans. Officers themed these aspirations and reached out separately via email and phone to iwi and hapū leaders for their feedback.

CLIMATE CHANGE | NGĀ ĀHUARANGI HURIHURI

28. The decisions and matters of this report are assessed to have low climate change implications

FINAnCIAL AND RESOURCING | TE TAHUA PŪTEA ME NGĀ RAUEMI

29. Horowhenua District Council’s Long Term Plan 2024 has $231,957 excl. salaries allocated to Destination Management in the 2025/2026 financial year.

30. Destination Management Plan Implementation would remain within this budget allocation.

Legal and Risk | Te Ture me ngā Mōreareatanga

31. There are no Legal Requirements or Statutory Obligations affecting endorsement.

POLICY IMPACT | NGĀ PĀTANGA I NGĀ KAUPAPA HERE

32. The Destination Management Plan gives effect the Horowhenua 2040 Blueprint and is aligned with related Council strategies such as the Horowhenua Growth Strategy 2040, He Hapori Pakari - Strong Communities Strategy and the Levin Town Centre Strategy.

COMMUNICATIONS AND ENGAGEMENT | TE WHAKAWHITI PĀRONGO ME TE MAHI

Communicating with our Community | Te Whakawhiti Pārongo ki te Hapori

33. There was no formal consultation required to be undertaken for the refresh of the Destination Management Plan.

34. Council Officers will use established communications channels to inform the community of this decision and provide regular updates to the community regarding progress of the Plan and implementation plan, ensuring that the community remain informed.

Next Steps | HEI MAHI

35. If Council endorse the refreshed Destination Management Plan, officers will finalise and publish the Plan with its implementation and metrics framework, begin delivery of Year One actions, and report progress through existing channels. Engagement with mana whenua, community stakeholders, and industry partners will continue to support collaborative delivery. Work will also progress to capitalise on the Associate Membership with Regional Tourism New Zealand (RTNZ), strengthening national profile for Horowhenua and access to funding, while ensuring actions align with related Council strategies such as the Horowhenua Growth Strategy 2040, Horowhenua Blueprint 2040, He Hapori Pakari - Strong Communities Strategy, Levin Town Centre Strategy, and infrastructure planning.

Confirmation of statutory compliance

In accordance with sections 76 – 79 of the Local Government Act 2002, this report is approved as:

a. containing sufficient information about the options and their advantages and disadvantages, bearing in mind the significance of the decisions; and,

b. is based on adequate knowledge about, and adequate consideration of, the views and preferences of affected and interested parties bearing in mind the significance of the decision.

Attachments | NGĀ TĀPIRINGA KŌRERO

No.	Title	Page
a ⇩	Horowhenua Destination Management and Development Plan 2025	271
b ⇩	Destination Horowhenua Implementation Plan 2025	325

Council

10 September 2025

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Council

10 September 2025

File No.: 25/532

7.4 Local Road Improvements Programme Business Case

Author(s)

James Wallace

Land Transport Manager | Tumu Tūnuku ā-Papa

Approved by

Daniel Haigh

Group Manager Community Infrastructure | Tumu Rangapū, Tūāhanga Hapori

Monique Davidson

Chief Executive Officer | Tumuaki

Purpose | TE PŪTAKE

The purpose of this report is to seek endorsement of the Local Road Improvements Programme Business Case (PBC), ahead of submission to NZ Transport Agency Waka Kotahi (NZTA).

This matter relates to Ōtaki to North Levin Readiness

Exploring opportunities and planning for consequential Ō2NL impacts with a specific focus on revocation.

Enabling balanced growth with fit for purpose infrastructure.

This matter relates to Enabling balanced growth with fit for purpose infrastructure.

Deliver the Capital Programme.

This matter relates to Delivering the Long-Term Plan 2024-44

Delivering the Long-Term Plan 2024-44

Executive Summary | TE WHAKARĀPOPOTOTANGA MATUA

1. The objective of the Horowhenua Local Road Improvements Programme is to address foreseeable transport demand changes on Horowhenua District Council’s local road network through a number of transport infrastructure projects. The most significant causes of transport demand changes are predicted to be caused by traffic flow changes caused by the Ōtaki to North of Levin Expressway Project (Ō2NL), along with residential and commercial growth.

2. In plain language, Ō2NL and growth will increase traffic on a number of local roads and intersections which will result in congestion, road safety issues, and potholes. The Programme is a collection of roading projects that are aimed at preventing these problems.

3. The purpose of the PBC is assess this problem, identify possible solutions, consider and prioritise options and analyse the costs and benefits of the Programme.

4. The PBC is also a critical step in NZTA’s investment assessment process, is required to be submitted to NZTA prior to progress Council’s funding application for the Programme to access funding from the National Land Transport Fund.

DELEGATION OR AUTHORITY TO ACT | TE MANA WHAKATAU I NGĀ KAWENGA

5. Endorsement of the PBC constitutes an indication of support for the programme of transport infrastructure investment and the strategic and planning considerations as described in the document.

6. Endorsement of the PBC does not constitute a funding decision, and does not foreclose the opportunity for further development or alteration of either the programme of infrastructure investment or the strategic and planning components of the document, should new information become available, or should Council’s views on the programme change.

7. As the decision to endorse the PBC has no financial implications and does not restrict future Council decisions, Council has authority to make this endorsement without additional process.

SIGNIFICANCE ASSESSMENT | He Aromatawai Matua

8. This matter is assessed as not significant, as the decision has no financial or level of service impact.

9. Decisions related to the investment described in the PBC will be considered against the significance and engagement policy at the relevant time.

RECOMMENDATION | NGĀ TAUNAKITANGA

A. That Council receive and note the Report Local Road Improvements Programme Business Case.

Background | HE KŌRERO TŪĀPAPA

10. Programme Background

10.1. While the Ō2NL project has now reached the implementation stage, the project spent over 10 years in the pre-implementation stage prior to reaching this point. This has allowed Officers sufficient time to consider the impacts the project may have on Council’s local road network.

10.2. In 2018, with early consideration of Ō2NL’s potential impacts on the local road network, alongside assessments of traffic demand increases during District Plan changes related to growth, officers formed a view that a comprehensive strategic approach to the district’s future transport challenges. This led to development of the Horowhenua Integrated Transport Strategy

10.3. The PBC can be considered the next step towards implementing a programme of works which will adapt the local road network to the challenges caused by Ō2NL and growth.

11. National Land Transport Fund

11.1. Council’s expenditure on local roads is mostly eligible for a subsidy through the National Land Transport Fund, depending on the activity. The National Land Transport Fund is managed by NZTA.

11.2. NZTA generally require projects over a certain value or complexity to have business cases to support funding applications. The business cases must comply with NZTA’s Business Case approach, which is costly and inflexible.

11.3. The PBC was initiated on advice from NZTA investment advisors. A programme business case is one of the stages which forms NZTA’s business case approach.

11.4. A programme business case is a tool for considering a range of treatments across a network which deal with a similar set of challenges, which is the case for Council’s local road network.

11.5. Importantly, the PBC is required to support Council’s funding application to the 2027 National Land Transport Fund.

11.6. Officers expect the Programme to be funded at Council’s standard Financial Assistance Rating (FAR), which currently sits at 61% but is subject to change.

11.7. Development of the PBC started in late 2022. Progress on the PBC was delayed due to uncertainty of the Ō2NL project and changes in scope to the Ō2NL project. The PBC was also significantly delayed while Council and NZTA Officers discussed how planning for the potential revocation of state highways made redundant by Ō2NL could be integrated into the PBC process.

11.8. The PBC can now be considered at the final draft stage, and if endorsed by council, will be marked as final.

11.9. The PBC will be a document representing the case for the Programme at a point in time. Officers plan to undertake a review of the PBC in 2027, prior to the implementation stage of the Programme. As new data, Government Policy Statements, Council priorities and NZTA investment requirements become available, the document’s content will need to be updated.

Discussion | HE MATAPAKINGA

12. PBC Development

12.1. The PBC document contains a detailed description of the PBC’s development, however a very brief summary is below;

12.2. The PBC’s strategic case developed problem statements, benefit statements and investment objectives through a series of workshops including Officers from NZTA, Council and Horizons Regional Council (HRC), in addition to a workshop with Councillors.

12.3. The PBC is informed by the Horowhenua Growth Strategy 2024, Levin Town Centre Strategy and Horowhenua Integrated Transport Strategy. The influence of these strategies on the PBC is shown in the PBC’s strategic case, however these strategies also have informed the details of the Programme, by informing project selection and timing.

12.4. The process for identifying projects for potential inclusion in the Programme started with the Horowhenua Integrated Transport Strategy’s Programme. The Horowhenua Integrated Transport Strategy Programme was developed using a public engagement process, as well as targeted stakeholder and Iwi Partner engagement. This project list from the Horowhenua Integrated Transport Strategy was supplemented with additional project suggestions from Elected Members, and Officers from NZTA, Council and Horizons. This resulted in the PBC Long List.

12.5. In order to develop the preferred programme from the long list, a high-level screening of long list projects was undertaken, removing projects entirely out of scope, completed projects, or projects that were viable and valuable but were under the authority of other organisations. The screened long list was then iteratively developed into 5 themed short lists. Each shortlist was than assessed with a Multi criteria Analysis, to test each shortlist’s ability to meet the PBC’s investment objectives, and each shortlist’s deliverability. A cost benefit analysis was then undertaken on the two leading shortlists, with the highest benefit-cost ratio selected as the preferred programme.

12.6. The PBCs Management Case, was developed by Council’s consultants WSP and EID to support the Preferred Programme. The management case identifies delivery risks with the programme and proposes mitigation pathways, the PBC also proposes the timing of the Programme’s individual projects, with consideration of a number of factors, including timing of Ō2NL, the criticality of individual projects, enabling growth and timing with current and future growth areas.

13. The Programme

13.1. The Programme consist of projects which cannot be delivered by Council’s business-as-usual programme of roading projects, due to NZTA’s funding criteria.

13.2. The PBC sits adjacent to Councils Land Transport Activity Management Plan (LTAMP). The PBC fills a similar role to the LTAMP, with the point of difference being that the PBC focuses on the specific challenges of growth and Ō2NL, as the two significant issues which our normal Land Transport activities are not capable of managing.

13.3. The PBC has structured the Programme into two main tranches. Tranche 1 includes projects from 2027-2032, and Tranche 2 is projects post 2032. Planning for Tranche 1 Projects are generally more advanced, the specific challenges better understood and benefits are clear. It is possible that some projects may be moved between Tranche 1 and 2 as investigations progresses.

13.4. The full Programme can be reviewed in the PBC, but the key projects from Tranche 1 are listed below.

13.5. Tararua Road Improvements. This is a full corridor improvement from Arapaepae Road to Oxford Street. This section of road will be one of the main roads connecting Ō2NL and Levin, and is not currently suitable to manage the level of vehicle loading.

13.6. Queen Street East Corridor Improvements. This project extends from Arapaepae Road to Oxford Street. Traffic on this corridor is expected to increase rapidly with the opening of Ō2NL, and steadily with Tara-Ika growth. This project will have a broad range of objectives, including improving safety and traffic capacity of individual intersections, improving walking and cycling safety and accessibility and a broad range of supplementary improvements. It is possible that this project may be staged, and may partially be completed in tranche two.

13.7. East-West Arterial Intersection. This project will involve a new intersection connecting a new arterial road within the Tara-Ika growth area to Arapaepae Road. The project does not include the corridor itself, and does not include the Ō2NL overbridge, which are being delivered separately. The aim of the project is to enable growth within the Tara-ika growth area

13.8. Hokio Beach Road safety improvements. This project is a corridor wide improvement which seeks to address significant and long-standing safety issues. This project is not directly related to growth or Ō2NL, however it is included in Tranche 1 due to the significant crash record of the road.

14. Benefit Cost Ratio

14.1. The Programme has a Benefit to Cost Ratio assessed at 1.3. Which means for every $1 spent on the project, $1.30 of tangible benefits are achieved. (travel time savings, vehicle operating cost reduction, crash reduction etc.).

14.2. It should be noted that the PBC’s benefit cost ration is undertaken at the Programme level, with both costs and benefits having lower confidence figures due to the high-level nature of the PBC. There also significant benefits not included in the analysis due to the broad nature of the programme. For example, the maintenance cost saving of the Tararua Road project are not included. In the calculation. In Officers’ opinion the Benefit to Cost Ratio is conservative, but it is prudent to proceed with conservative benefit estimates at this stage of the Programme’s development.

15. Programme Cost

15.1. The preferred programme’s value estimated at $47.2m. In the current LTP, there is $33.7m budgeted for this programme between 2027 and 2038.

15.2. Officers expect that the full programme’s value will be unaffordable and further prioritisation of projects, both removing projects and scaling down, will occur during the 2027 LTP and each subsequent LTP that the programme remains. More information on this is included in the next steps section of this report.

16. Endorsement

16.1. It needs to be noted that endorsement to the PBC is not a financial commitment, nor is it a commitment to delivering the Programme exactly as described.

16.2. The first financial decision related to this Programme will be made during the 2027 Long Term Plan, there will be a review of the PBC prior to the 2027 Long Term Plan, and individual Councillor workshops of each Project planned to be delivered in the 2027-2030 LTP period.

16.3. There is nothing in the PBC that cannot be changed prior to implementation, endorsing the PBC does not prevent any future changes.

Options | Ngā Kōwhiringa

Benefits | Ngā Whiwhinga

Risks | Ngā Mōrearea

Option A (recommended)

Council endorse the PBC.

NZTA and Officers can proceed with the Programme’s funding application, by submitting to the NZTA for consideration, and develop next steps.

Progress towards the implementation stage of the Programme can continue.

If there is content in the PBC or the Programme itself that Councillors prefer to see altered, it will not be able to be changed prior to submission to NZTA’s board.

Opportunities to make changes to the PBC and Programme will be available prior to implementation or any other financial or operative decision regarding the programme.

Re-submission to the NZTA prior to implementation would also still be possible.

Option B

Council do not endorse the PBC, and direct officers to review and adjust the PBC prior to bringing to a future meeting for endorsement.

If there are concerns with the PBC’s content or the Programme, changes can be made sooner. It needs to be noted that opportunities to adjust the Programme and the PBC will be available prior to the implementation stage and the 2027 LTP in any case.

Would likely incur additional costs, if changes are requested that require rework in the PBC.

Could result in programme delays.

Option C

Council do not endorse the PBC and instruct Officers to discontinue work on the PBC.

There are no identifiable benefits.

Officers believe that the delivery of the Programme is critical to providing a safe and effective land transport network.

Council could still deliver the Programme without the PBC, but would have no National Land Transport Fund contribution.

17. The option below has not been included by officers for consideration.

· Council do not endorse the PBC and instruct Officer to restart the process entirely. This has not been included as an option, while technically possible, it could be and outcome of Option B, and therefore not added as a separate Option.

ENGAGING WITH MĀORI | TE MAHI TAHI KI TE MĀORI

18. Officers plan to undertake Maori engagement for the Programme at the project level, early during the investigation and design stage for each individual project. Engaging at the project level with local Hapū allows for meaningful and valuable input for these infrastructure projects.

19. This approach allows for direct input into project design and sharing of local knowledge.

20. The PBC is essentially a part of a funding application. The format of the NZTA’s business case approach is not conducive to meaningful engagement.

21. Mori input into the PBC’s strategic case is present, as the PBC’s strategic case is based on the Horowhenua Integrated Transport Strategy, which was developed closely with local Iwi/Hapū.

CLIMATE CHANGE | NGĀ ĀHUARANGI HURIHURI

22. Specifically addressing climate change has not been a deliberate priority for the PBC’s strategic case, however emission reduction and climate change mitigation benefits will result from delivery of the Programme.

23. Transport Infrastructure resilience improvement projects feature in the Programme, particularly in Tranche 2. The objective of these projects will primarily be to reduce the risk of road closures during extreme weather events.

24. Projects which provide level of service improvements to intersections, by mitigating future congestion, will have emission reduction benefits, by reducing travel time, and therefore emissions.

25. Projects which improve walking and cycling and public transport accessibility would also have emission reduction benefits.

FINAnCIAL AND RESOURCING | TE TAHUA PŪTEA ME NGĀ RAUEMI

26. PBC Costs

26.1. The cost of the PBC to date is $400,000, between July 2022 and now, the vast majority of this has been consultant costs.

26.2. NZTA’s subsidy contributed $242,748 of this cost, with the remaining $157,252 being Council’s local share.

26.3. If Council decide to endorse the PBC, it will be unlikely that any additional costs for the PBC will be incurred until it is reviewed prior to the 2027 LTP.

26.4. Officers believe that reviewing the PBC should not require external consultants, and can be absorbed using existing operational budgets which cover internal staff time.

26.5. Until the PBC is submitted to NZTA, it will not be clear if additional business case work will be required for the Programme’s funding application to NZTA. Officers believe the stages should be able to be completed internally using existing budgets.

27. Programme Costs

27.1. The PBC’s preferred programme has a total estimated cost of $47,184,783 in capital expenditure

27.2. The 2024 Long Term Plan has budgeted for $33,664,000 for the Programme, between 2027/28 and 2037/38.

27.3. Between now and the 2027 Long Term Plan, a further prioritisation process will be undertaken, alongside elected members. The Tranche 1 project costs will be refined in to more accurate estimates, and a prioritisation process to reduce the Programme’s overall value, by both reducing individual project costs and removing lower priority projects.

27.4. Officers do not plan on presenting a programme of works for consideration into the 2027 LTP which exceeds the $33,664,000 currently budgeted, and are confident that this is achievable.

27.5. Tranche 1 projects will not be budgeted for at a programme level in the 2027 LTP, instead will have individual project budgets lines.

Legal and Risk | Te Ture me ngā Mōreareatanga

28. There are no legal considerations for this decision, as endorsement of the PBC does not constitute a direct funding or operative decision.

POLICY IMPACT | NGĀ PĀTANGA I NGĀ KAUPAPA HERE

29. There are no known policy impacts.

COMMUNICATIONS AND ENGAGEMENT | TE WHAKAWHITI PĀRONGO ME TE MAHI

30. The PBC process itself does not provide a platform for meaningful public engagement, and endorsement of the PBC is not a operative or financial decision that requires public input.

31. As individual projects within the Programme will be consulted on during Long Term Plans.

32. Targeted engagement during the with relevant stakeholders for each of the Programme’s projects investigation and design process prior to construction.

Next Steps | HEI MAHI

33. If the Council decide to endorse the PBC, the following processes are proposed to be undertaken prior to the 2027 Long Term Plan:

34. Tranche 1 Projects – Investigation and Design

34.1. Officers will lead the development of individual projects. Officers will initially develop low detail concept designs, by drafting several concept designs per project and using them to compile feedback from the following groups:

· Local iwi/hapū

· Affected stakeholders, including affected residents, businesses, user groups etc.

· Elected Members.

34.2. The exact details of this process will vary from project to project, joint workshops between these groups may be undertaken, single workshops may be sufficient to arrive at a design acceptable for all parties or an iterative approach may be required to come to a finalised design. Ideally a concept design is developed which is affordable, delivers on the PBC’s investment objectives, and is acceptable to all parties.

34.3. If one or more party has concerns which cannot be resolved, Officers will seek a Council decision on whether to proceed with the specific project, prior to the 2027 LTP if timing allows. If timing does not allow for this, the decision whether to proceed with the project can be made during the LTP process.

34.4. If a concept design is produced which is agreeable to all parties, a detailed design process will be undertaken, with detailed costing developed to inform LTP budgets.

34.5. Officers will aim to undertake this process for all Tranche 1 projects, but will prioritise projects to be delivered in the 2027 LTP period.

35. National Land Transport Fund Application

35.1. The next steps in securing funding for the Programme will not become clear until after the PBC has been submitted. Officers are optimistic that the remainder of the process will be able to be undertaken internally, using existing budgets.

35.2. The Programme is currently in the 2024 Regional Land Transport Programme (RLTP) and will be resubmitted for implementation in the 2027 RLTP.

36. PBC Review

36.1. Officers will plan to review and update the PBC in the lead up to each LTP, starting with the 2027 LTP. If changes in circumstances require a review of the PBC between LTP periods, Officers will do so if required for funding or transport planning processes.

Confirmation of statutory compliance

In accordance with sections 76 – 79 of the Local Government Act 2002, this report is approved as:

a. containing sufficient information about the options and their advantages and disadvantages, bearing in mind the significance of the decisions; and,

b. is based on adequate knowledge about, and adequate consideration of, the views and preferences of affected and interested parties bearing in mind the significance of the decision.

Attachments | NGĀ TĀPIRINGA KŌRERO

No.	Title	Page
a ⇩	Horowhenua Programme Business Case - Final with appendices - July 2025	335

Council

10 September 2025

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 56

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 57

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 58

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 59

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 60

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 61

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 62

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 63

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 64

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 65

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 66

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 67

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 68

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 69

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 70

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 71

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 72

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 73

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 74

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 75

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 76

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 77

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 78

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 79

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 80

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 81

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 82

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 83

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 84

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 85

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 86

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 87

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 88

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 89

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 90

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 91

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 92

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 93

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 94

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 95

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 96

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 97

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 98

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 99

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 100

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 101

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 102

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 103

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 104

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 105

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 106

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 107

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 108

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 109

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 110

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 111

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 112

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 113

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 114

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 115

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 116

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 117

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 118

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 119

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 120

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 121

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 122

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 123

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 141

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 142

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 143

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 144

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 145

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 146

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 147

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 148

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 149

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 150

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 151

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 152

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 153

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 154

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 155

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 156

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 157

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 158

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 159

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 160

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 161

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 162

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 163

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 164

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Report: Local Road Improvements Programme Business Case

Attachment: Horowhenua Programme Business Case - Final with appendices - July 2025

Page: 165

Council

10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Report: Organisation Performance Report - September 2025

Attachment: Organisation Performance Report - 10 September 2025

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Council

10 September 2025

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Report: Proceedings of Te Awahou Foxton Community Board - 18 August 2025

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Te Awahou Foxton Community Board

18 August 2025

Te Awahou Foxton Community Board

OPEN MINUTES

UNCONFIRMED

Minutes of a meeting of the Te Awahou Foxton Community Board held in the Te Awahou Nieuwe Stroom, 92 Main Street, Foxton on Monday 18 August 2025 at 6:00 pm.

present

Chairperson	Mr John Girling
Deputy Chairperson	Mr Trevor Chambers
Members	Mrs Nola Fox
	Mr Brett Russell
	Mr David Roache
	Deputy Mayor David Allan

IN ATTENDANCE

	His Worship the Mayor Bernie Wanden
	Councillor Ross Brannigan
Reporting Officer	Monique Davidson	Chief Executive
	Jacinta Straker	Group Manager Organisation Performance
	Ashley Huria	Business Performance Manager
	Lacey Winiata	Parks and Property Manager
	Sean Hester	Parks and Property Lead
Meeting Secretary	Grayson Rowse	Principal Democracy Advisor

1 Apologies

There were no apologies.

2 Public Participation

There was no public participation.

3 Late Items

There was one minor late item: Mr Lyal Brenton, Foxton Beach Community Centre – Request to Increase Garaging.

Resolution number TAFCB/2025/17

MOVED by Deputy Mayor David Allan, seconded Mr Roache:

The Board noted the minor late item.

CARRIED

4 Declaration of Interest

Member Brett Russell declared a conflict of interest in relation to item 71. Foxton Beach Endowment Fund Policy - Endorsement and did not take part in debate or discussion of this item.

Members were reminded of their obligation to declare any conflicts of interest they might have in respect of the items on this Agenda.

5 Confirmation of Minutes

Resolution Number TAFCB/2025/18

MOVED by Mr Girling, seconded Mrs Fox:

That the minutes of the meeting of the Te Awahou Foxton Community Board held on Monday, 9 June 2025, be confirmed as a true and correct record.

Carried

6 Elected Members Reports

6.1	Chairperson Report - August 2025
	Purpose \| TE PŪTAKE To receive the Chairperson’s report highlighting matters of interest to Te Awahou Foxton Community Board.
	Resolution Number TAFCB/2025/19 MOVED by Mr Girling, seconded Mr Russell: A. That Report 25/469 Chairperson Report - August 2025 be received and noted. Carried
	Board Members Nola Fox and Brett Russell provided verbal updates of matters of interest to Te Awahou Foxton Community Board.

7 Reports

7.1	Foxton Beach Endowment Fund Policy - Endorsement
	Purpose \| TE PŪTAKE This report presented the outcomes of public consultation on the Draft Foxton Beach Endowment Fund Policy and sought endorsement from Te Awahou Foxton Community Board for the revised policy. The endorsement will enable the policy to be referred to Council for formal adoption.
	Resolution Number TAFCB/2025/20 MOVED by Mr Roache, seconded Mr Chambers: A. That Report 25/459 Foxton Beach Endowment Fund Policy - Endorsement be received. B. That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act. Carried
	Having earlier declared a conflict of interest, Community Board Member Russell stepped away from the table.
	Officers presented the report. A total of 23 submissions were received. Officers have proposed one minor change to the policy: the reintroduction of the $5 million floor, while retaining the Board's discretion to approve business plans that generate income. Following adoption of the policy, officers will design the application form and process, and prepare for funding rounds. Members expressed their appreciation for officers' work. It was noted that submissions were wholly supportive of the proposed changes. The Chair acknowledged the dual protection provided by the reinstated $5 million floor.
	Resolution Number TAFCB/2025/21 MOVED by Mr Girling, seconded Mr Roache: C. That the Te Awahou Foxton Community Board endorses the revised Foxton Beach Endowment Fund Policy, incorporating community feedback, and recommends it to Council for formal adoption. Carried
	The unanimity of the Board in supporting the changes was particularly noted.
	Community Board Member Russell returned to the table.

7.2

Foxton Beach Endowment Fund Financial Update

Purpose | TE PŪTAKE

This report provided an update the board on financial movements in the Foxton Beach Endowment Fund.

Resolution Number TAFCB/2025/22

MOVED by Mr Roache, seconded Cr Allan:

A. That Report 25/481 Foxton Beach Endowment Fund Financial Update be received and noted.

Carried

7.3

Update on Te Awahou Foxton Community Board Priorities

Purpose | TE PŪTAKE

This report updated progress of the Board’s priorities.

Resolution Number TAFCB/2025/23

MOVED by Mr Girling, seconded Cr Allan:

A. That Report 25/472 Update on Te Awahou Foxton Community Board Priorities be received and noted.

Carried

7.4

Te Awahou Foxton Community Board - Actions Monitoring Report - August 2025

Purpose | TE PŪTAKE

This report presented Te Awahou Foxton Community Board the updated monitoring report covering requested actions from previous meetings of the Board.

This matter relates to Pursuing Organisation Excellence

Continuing the journey of organisational transformation by enabling a culture of service, excellence and continuous improvement.

Resolution Number TAFCB/2025/24

MOVED by Mr Girling, seconded Mr Roache:

A. That Report 25/462 Te Awahou Foxton Community Board - Actions Monitoring Report - August 2025 be received and noted.

Carried

8 Procedural motion to exclude the public

Resolution Number TAFCB/2025/25

MOVED by Mrs Fox, seconded Cr Allan:

That the public be excluded from the following part(s) of the proceedings of this meeting.

Mr Uver was permitted to remain to speak to the meeting because of the unique knowledge he had of the subject matter, and being an effected party. After Mr Uver spoke he left the meeting.

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 follows.

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 relevant part of the proceedings of the meeting in public, as follows:

C1 Proposed Lease on Reserve Land at Foxton Beach

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Interests:	s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Plain English Reason:	This report contains commercially sensitive information in relation to a potential lease..

C2 Foxton Beach Motorcamp Lease - Funding of Retaining Wall Refurbishment

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Interests:	s6(a) - The making available of the information would be likely to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences and the right to a fair trial.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Plain English Reason:	The request for funding for the retaining wall links to legal risk, and is the reason for the public excluded status of the report..

The text of these resolutions is made available to the public who are present at the meeting and form part of the minutes of the meeting.

Carried

Acknowledgement by His Worship the Mayor

Mayor Wanden addressed the Board prior to entering public excluded business. His Worship thanked the Board Members for their continued commitment to the communities of Foxton and Foxton Beach and wider communities. Of note was the over 50 years of service to these communities by Board Member David Roache and Ward Councillor and Board member Deputy Mayor David Allan. He praised the Board for their efforts and noted how much better the communities were because of the Baord’s activities.

6.35pm The public were excluded.

Resolutions in relation to the confidential items are recorded in the confidential section of these minutes and are not publicly available.

7.15 pm There being no further business, the Chairperson declared the meeting closed.

CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF Te Awahou Foxton Community Board HELD ON

DATE: ...........................

CHAIRPERSON:

Community Wellbeing Committee

13 August 2025

Community Wellbeing Committee

OPEN MINUTES

UNCONFIRMED

Minutes of a meeting of Community Wellbeing Committee held in the Council Chambers, 126-148 Oxford St, Levin on Wednesday 13 August 2025 at 10:00 am.

present

Chairperson	His Worship the Mayor Bernie Wanden
Councillors	Councillor Clint Grimstone	Councillor Nina Hori Te Pa (Apology)
Present	Catherine McAuliffe	MASH Trust
	Grant Congdon (Apology)	Horowhenua College
	Jacqui Monyihan	Oranga Tamariki Horowhenua
	Kylie Turuwhenua-Tapsell	Sport Manawatu
	Lee McMeeken	Corrections NZ
	Maggie Ryan (Apology)	Department of Internal Affairs
	Matt Roberts	Horowhenua Mana Kai Collective
	Michael Fletcher	Ministry of Social Development
	Neville Heihei	Te Tūmatakahuki
	Patricia Jacobs (Apology)	Ngāti Wehiwehi
	Paul McMillian (Apology)	Ministry of Social Development
	Quintin Moeke	Youth Services Network
	Rebecca Kinloch (Apology)	Kāinga Ora
	Reihana Adlam (Apology)	Te Tūmatakahuki
	Renee Regal	Kāinga Ora
	Rosemary Eyres (Apology)	Network Representative
	Sharon Williams	Youth Services Network / Assess and Inclusion Network

Reporting Officer	Mark Hammond	Community Facilities and Services Manager
	Anna Johnson	Community Development Lead
	Emma Gowan	Community Development Advisor
	Laura Fisher	Community Development Coordinator
Meeting Secretary	Alice Petersen	Democracy Support Officer

1 Apologies

Resolution number CWCCC/2025/10

MOVED by Mayor Wanden, seconded Cr Grimstone:

That the apology from Councillor Nina Hori Te Pa, Rosemary Eyres, Rebecca Kinloch, Paul McMillian, Patricia Jacobs, Maggie Ryan and Grant Congdon be accepted.

CARRIED

2 Late Items

There were no late items.

3 Declaration of Interest

There were no declarations of interest.

4 Confirmation of Minutes

Resolution Number CWCCC/2025/11

MOVED by Mayor Wanden: Seconded Lee McMeeken

That the minutes of the meeting of the Community Wellbeing Committee held on Wednesday, 21 May 2025, be confirmed as a true and correct record.

Carried

5 Reports for Noting

5.1	Community Wellbeing Network Report
	Purpose \| TE PŪTAKE This report was presented the Community Wellbeing Network Report for discussion and to highlight any grassroots issues, ideas or concerns that are present within the community. This matter relates to Community Connections and Better Wellbeing. Activate the key priorities within the Community Wellbeing Strategy.
	Resolution Number CWCCC/2025/12 MOVED by Mayor Wanden, seconded Cr Grimstone: A. That Report 25/448 Community Wellbeing Network Report be received and noted. Carried
	The Mayor introduced the report noting that there was representatives of each of the networks present and invited them to speak to the report and highlight details of note. Updates were provided by representatives of Horowhenua Access and Inclusion Network, Horowhenua Youth Services Network, Youth Voice, Horowhenua Older Person’s Network, Education Horowhenua Network, Horowhenua Welcoming Communities Programme and Mana Kai Collective.
	Attachments 1 Community Wellbeing Committee - Network Report Presentation - 13 Aug 2025

5.2	Community Wellbeing Dashboard Report
	Purpose \| TE PŪTAKE This report presented the Community Wellbeing Dashboard to provide the Community with a visual dashboard presenting data, analysis and assist in the tracking of the Community Wellbeing Strategy priority areas. This matter relates to Community Connections and Better Wellbeing. Activate the key priorities within the Community Wellbeing Strategy.
	Resolution Number CWCCC/2025/13 MOVED by Mayor Wanden, seconded Cr Grimstone: A. That Report 25/450 Community Wellbeing Dashboard Report be received and noted. Carried
	Officers introduced the report, noting its ongoing and evolving nature as work progresses. Officers spoke to the report, highlighting key areas and statistics. Beneficiary statistics are increasing; emergency housing and special needs grant applications have remained steady but the total amount granted having increased. Locals on the jobseeker benefit has increased by 6.8% over the past quarter. Hardship payments increased by 4.5% compared to the same period last year, with the majority of these payments used to assist with food costs. Representatives from the Ministry of Social Development advised that the Government’s emergency housing policy is currently under review. Officers also highlighted the Practice Plus service continues to be well used, particularly for same-day appointments that are not available through GP’s. An increase in subdivision consent applications was also noted as this could mean in increase is housing stock.

5.3

Community Wellbeing Strategy Monitoring Report

Purpose | TE PŪTAKE

This report presented the Community Wellbeing Strategy Monitoring Report highlighting progress made against the Community Wellbeing Strategy (the Strategy) and Action Plan.

The report also presented an opportunity for the Committee to discuss and raise any concerns or need to reprioritise the focus of the work programme of the Committee.

This matter relates to Community Connections and Better Wellbeing.

Activate the key priorities within the Community Wellbeing Strategy.

Resolution Number CWCCC/2025/14

MOVED by Mayor Wanden, seconded Cr Grimstone:

A. That Report 25/449 Community Wellbeing Strategy Monitoring Report be received and noted.

Carried

Officers introduced the report, congratulating the committee and Council’s Community Development Team on a successful first year of delivering the action plan. The monitoring report is a positive report highlighting achievements and progress made.

His Worship the Mayor echoed the sentiments, acknowledging the committee and Community Development Team's efforts. As it was the final meeting of the triennium, the Mayor took the opportunity to thank all committee members for their contributions to information sharing, collaboration, and networking throughout the last three years.

The meeting closed with a karakia

11.22 pm There being no further business, the Chairperson declared the meeting closed.

CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF Community Wellbeing Committee HELD ON

DATE: ...........................

CHAIRPERSON:

Community Funding and Recognition Committee

30 July 2025

Community Funding and Recognition Committee

OPEN MINUTES

UNCONFIRMED

Minutes of an extraordinary meeting of Community Funding and Recognition Committee held in the Ante Room , 126-148 Oxford St, Levin on Wednesday 30 July 2025 at 11:30 am.

present

Chairperson	Councillor Nina Hori Te Pa	Apology
Councillors	Councillor Rogan Boyle	Apology
	Councillor Alan Young
	Councillor David Allan
	Mayor Bernie Wanden

IN ATTENDANCE

	Miya Harding-Nation	Youth Advisor
	Saoirse Williamson	Youth Advisor
Reporting Officer	Mark Hammond	Community Facilities and Services Manager
	Emma Gowan	Community Development Adviser
	Laura Fisher	Community Development Coordinator
Meeting Secretary	Alice Petersen	Democracy Support Officer

The Chairperson, Councillor Nina Hori Te Pa, submitted apologies for this meeting. The Committee proceeded to select one of its own as Chair person. The Meeting Secretary called for nominations.

His Worship the Mayor Bernie Wanden was nominated and all voted in favour – Mayor Wanden took the Chair.

1 Apologies

Apology

Resolution Number CFARC/2025/8

MOVED by Mayor Wanden, seconded Cr Allan:

That the apology from Councillors Hori Te Pa and Boyle be accepted.

Carried

3 Late Items

There were no late items.

4 Declaration of Interest

There were no declarations of interest. Members were reminded of their obligation to declare any conflicts of interest in writing they might have in respect of the items on this Agenda.

5 Reports for Decision

5.1	Review of Grants and Funding Provisions and Arrangements
	Purpose \| TE PŪTAKE This report presented two proposed changes aimed at enhancing the experience for applicants. These changes relate to the application timeframes for the Youth Empowerment Fund and the introduction of more flexible discretionary allowances, such as allowing minor adjustments to approved grants.
	Resolution Number CFARC/2025/9 MOVED by Mayor Wanden, seconded Cr Allan: A. That Report 25/151 Review of Grants and Funding Provisions and Arrangements be received. B. That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act. Carried
	Officers introduced the report, highlighting that the recommendations stemmed from a focus on continuous improvement and a desire to enhance efficiency both internally and for funding applicants and recipients. There was discussion and general agreement around the need to appoint a committee member to act in situations where the Chair and Mayor may disagree. It was agreed that this committee member will be formally appointed in the Terms of Reference at the start of each triennium.

	Resolution Number CFARC/2025/10 MOVED by Cr Allan, seconded Cr Young: That the Committee adopt the Discretionary Allowances to Assess and Approve Minor Modifications Framework. That the Committee adopt changes to the Youth Empowerment Fund criteria to set funding rounds with cut off dates in March, June and September. Carried

5.2	Horowhenua Youth Excellence Awards Criteria Feedback
	Purpose \| TE PŪTAKE This report presented a summary of feedback received from Colleges on the revised Youth Excellence Awards criteria, along with any additional feedback requested by the Committee.
	Resolution Number CFARC/2025/11 MOVED by Mayor Wanden, seconded Cr Young: A. That Report 25/413 Horowhenua Youth Excellence Awards Criteria Feedback be received. B. That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act. Carried
	Officers introduced the report and noted that it was the result of a robust process, including feedback from the three local colleges. The feedback received was generally supportive, reflecting broad agreement with the direction and recommendations outlined in the report to ensure a strong focus on academic achievement.
	Resolution Number CFARC/2025/12 MOVED by Cr Allan, seconded Mayor Wanden: C. That the Committee notes the feedback that has been received and presented within this report regarding the Horowhenua Youth Awards – Excellence in the academia criteria. D. That the Committee endorse the proposed solutions and responses to the feedback themes outlined in Point 9 of this report. Carried

2 Public Participation

The following members of the public attended the meeting to speak to their applications for the Youth Empowerment Fund 2025-2026:

Name:

Charles (Charlie) Kiriona – Ballard

Fernando Figueroa Pereira

Lucie O’Brien

7 Procedural motion to exclude the public

Resolution Number CFARC/2025/13

MOVED by Mayor Wanden, seconded Cr Young:

That the public be excluded from the following part(s) of the proceedings of this meeting.

C1 Youth Empowerment Fund 2025-2026 - April to July Applications

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Interests:	s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Plain English Reason:	This report contains applications for funding which include personal details.

The text of these resolutions is made available to the public who are present at the meeting and form part of the minutes of the meeting.

In accordance to standing order 18.2 the meeting noted that two Youth Advisors are remaining in the meeting for item C1 Youth Empowerment Fund 2025-2026 - April to July Applications due to their expertise and as per the criteria of the Youth Empowerment Fund.

Carried

12.15 pm The public were excluded.

After discussing the confidential application and making a decision the committee resolved to release the public excluded minutes to the public.

Youth Empowerment Fund 2025-2026 - April to July Applications

Purpose | TE PŪTAKE

This report presentation applications during the period April to July 2025 for the Youth Empowerment Fund, for discussion and decision on funding allocations.

Resolution Number CFARC/2025/14

MOVED by Mayor Wanden, seconded Cr Young:

A. That Report 25/423 Youth Empowerment Fund 2025-2026 - April to July Applications be received and noted.

Carried

Officers introduced the report emphasising the criteria of the fund Youth Empowerment Fund and noting the two applications that did not meeting the criteria.

Resolution Number CFARC/2025/15

MOVED by Mayor Wanden, seconded Cr Young:

B. That the Committee approve the following grants for the Youth Empowerment Fund 2024-2025:

Applicant:	Amount awarded:
Charles Kiriona / Ballard	$2,000.00
Maia Monk	$500.00
Fernando Figueroa Pereira	$2,000.00
Lucie O’Brien	$700.00 (for equipment only)

Carried

Resolution Number CFARC/2025/16

MOVED by Cr Young, seconded Cr Allan:

That these minutes are to be released from Public Excluded business at the close of the meeting.

Carried

12.38 pm There being no further business, the Chairperson declared the meeting closed.

CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF Community Funding and Recognition Committee HELD ON

DATE: ...........................

CHAIRPERSON:

Risk and Assurance Committee

06 August 2025

Risk and Assurance Committee

OPEN MINUTES

UNCONFIRMED

Minutes of a meeting of Risk and Assurance Committee held in the Council Chambers, 126-148 Oxford St, Levin on Wednesday 6 August 2025 at 10:00 am.

present

Chairperson	Councillor Sam Jennings
Deputy Chairperson	Councillor Paul Olsen
Councillors	Councillor Alan Young	(Apology)
	Councillor Jonathon Procter
	Councillor Clint Grimstone
	His Worship the Mayor Bernie Wanden
	Mrs Jenny Livschitz
	Mrs Sarah Everton

IN ATTENDANCE

Reporting Officer	Jacinta Straker	Group Manager - Organisation Performance
	Monique Davidson	Chief Executive
	Brent Harvey	Group Manager - Community Experience and Services
	David McCorkindale	Group Manager – Community Vision and Delivery
	Blair Spencer	Group Manager – Housing & Business Development
	Nicki Brady	Group Manager - Capability and Transformation
	Ashley Huria	Business Performance Manager
	Tanya Glavas	Health and Safety Lead
	Pei Shan Gan	Financial Controller
	Steve Tanner	Senior Financial Accountant
	Rob Benefield	Commercial & Operations Manager
	Catherine Godfrey	Risk Advisor
Meeting Secretary	Grayson Rowse	Principal Advisor – Democracy
	Alice Petersen	Democracy Support Officer

1 Apologies

Apology

Resolution number RAACC/2025/29

MOVED by Cr Jennings, seconded Cr Olsen:

That the apology from Councillor Young be accepted.

CARRIED

2 Late Items

There were not late items

3 Declaration of Interest

The Mayor and Councillors Olsen and Jennings noted that a number of Elected Members expenses are within the Sensitive Expenditure Report to June 2025 but this is a report for noting not decision.

4 Confirmation of Minutes

Resolution Number RAACC/2025/30

MOVED by Cr Jennings, seconded Mayor Wanden:

That the minutes of the meeting of the Risk and Assurance Committee held on Wednesday, 30 April 2025, be confirmed as a true and correct record.

That the minutes of the meeting of the Public Excluded Meeting of the Risk and Assurance Committee held on Wednesday, 30 April 2025, be confirmed as a true and correct record.

Carried

5 Reports for Noting

5.1

Continuous Improvement and Audit Actions Monitoring Report

This report updated the Risk and Assurance Committee on progress on the action items from previous resolutions.

Resolution Number RAACC/2025/31

MOVED by Cr Jennings, seconded Mayor Wanden:

A. That Report 25/443 Continuous Improvement and Audit Actions Monitoring Report be received and noted.

B. That completed actions are removed from future report.

Carried

5.2

Sensitive Expenditure Report to June 2025

Purpose | TE PŪTAKE

1. This report presented information to note Sensitive Expenditure of the Mayor, Elected Members and Chief Executive for compliance with Council’s Sensitive Expenditure Policy

Resolution Number RAACC/2025/32

MOVED by Cr Jennings, seconded Cr Olsen:

A. That Report 25/430 Sensitive Expenditure Report to June 2025 be received.

B. That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act.

Carried

5.3

Health, Safety and Wellbeing Dashboard - Quarterly Report

This report provided Health, Safety and Wellbeing information and insights for the quarter from April 2025 – June 2025.

Resolution Number RAACC/2025/33

MOVED by Cr Jennings, seconded Cr Olsen:

A. That Report 25/433 Health, Safety and Wellbeing Dashboard - Quarterly Report be received and noted.

Carried

5.4

Treasury Update - June 2025

This report updated the committee on the treasury activity for the last quarter, which is outlined in the Bancorp Treasury Reporting Dashboard for the June 2025 quarter.

Resolution Number RAACC/2025/34

MOVED by Cr Jennings, seconded Cr Grimstone:

A. That Report 25/435 Treasury Update - June 2025 be received and noted.

B. That this matter or decision is recognised as not significant in terms of S76 of the Local Government Act.

C. That the Committee notes the Bancorp Treasury Reporting Dashboard for the June 2025 quarter.

Carried

5.5

Financial Dashboard as at 30 June 2025

This report presented a high-level overview of the financial position and results to the committee, with a focus on the June 2025 results (preliminary and unaudited).

Resolution Number RAACC/2025/35

MOVED by Cr Jennings, seconded Mayor Wanden:

A. That Report 25/442 Financial Dashboard as at 30 June 2025 be received and noted.

Carried

8 Procedural motion to exclude the public

Resolution Number RAACC/2025/36

MOVED by Cr Jennings, seconded Cr Olsen:

That the public be excluded from the following part(s) of the proceedings of this meeting.

5.1 Continuous Improvement and Audit Actions Monitoring Report - Attachment c - Horowhenua DC - PAYE & WHT Compliance Evaluation Report - July 2025

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Interests:	s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information. s7(2)(c)(i) - The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Plain English Reason:	This attachment has been provided in strict confidence by external consultants..

C1 Status of National Infrastructure Funding & Financing (NIFF) (formerly CIP) Contract

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Interests:	s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 7.
Plain English Reason:	Contract discussion.

C2 Legislative Compliance

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Interests:	s6(a) - The making available of the information would be likely to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences and the right to a fair trial.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Plain English Reason:	This report identifies potential vulnerabilities and strategies to manage these vulnerabilities. Disclosing these would negate the effectiveness of risk mitigations.

C3 Risk Management Quarterly Report

Reason:	The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Interests:	s6(a) - The making available of the information would be likely to prejudice the maintenance of the law, including the prevention, investigation, and detection of offences and the right to a fair trial.
Grounds:	s48(1)(a) The public conduct of the part of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists under section 6.
Plain English Reason:	This report identifies potential vulnerabilities and strategies to manage these vulnerabilities. Disclosing these would negate the effectiveness of risk mitigations..

The text of these resolutions is made available to the public who are present at the meeting and form part of the minutes of the meeting.

Carried

10.19 am The public were excluded.

Resolutions in relation to the confidential items are recorded in the confidential section of these minutes and are not publicly available.

11.45 am There being no further business, the Chairperson declared the meeting closed.

CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF Risk and Assurance Committee HELD ON

DATE: ...........................

CHAIRPERSON:

Mayor	His Worship The Mayor Bernie Wanden
Deputy Mayor	Councillor David Allan
Councillors	Councillor Mike Barker
	Councillor Rogan Boyle
	Councillor Ross Brannigan
	Councillor Clint Grimstone
	Councillor Nina Hori Te Pa
	Councillor Sam Jennings
	Councillor Paul Olsen
	Councillor Jonathan Procter
	Councillor Justin Tamihana
	Counicllor Alan Young