Agenda of Strategic Procurement Committee

Terms of Reference

Responsibilities

The committee is established to assist the chief executive to undertake the management procedure of ensuring sound procurement processes are followed in relation to procurement of goods and services necessary to deliver on the work programme and operations outlined in the council’s adopted Annual Plan.

It will ensure that reasonable purchasing procedures have been followed in awarding contracts and will provide an efficient mechanism for documenting the approvals for those contracts.

Within a framework where contracts are an operational matter delegated to the chief executive, this committee will consider all contracts beyond the chief executive’s financial delegations. The chief executive may refer contracts within his financial delegations which are sensitive or may impact on the reputation of the council.

The chief executive has power to award contracts up to $20 million alone and the power to award contracts up to $22.5 million jointly with the Mayor and Finance and Performance Committee chairperson.

The committee has responsibility for:

· awarding of contracts of $22.5 million or greater

· awarding of contracts less than $22.5 million which are sensitive or may impact on the reputation of the council if the chief executive refers the matter to the committee

· oversight over the procurement processes and procedures.

From time to time the committee may advise the chief executive and the council on changes to the procurement and contracts probity procedures.

Powers

All powers necessary to perform the committee’s responsibilities.

Except:

(a) powers that the Governing Body cannot delegate or has retained to itself (section 2)

(b) where the committee’s responsibility is limited to making a recommendation only

Exclusion of the public – who needs to leave the meeting

Members of the public

All members of the public must leave the meeting when the public are excluded unless a resolution is passed permitting a person to remain because their knowledge will assist the meeting.

Those who are not members of the public

General principles

· Access to confidential information is managed on a “need to know” basis where access to the information is required in order for a person to perform their role.

· Those who are not members of the meeting (see list below) must leave unless it is necessary for them to remain and hear the debate in order to perform their role.

· Those who need to be present for one confidential item can remain only for that item and must leave the room for any other confidential items.

· In any case of doubt, the ruling of the chairperson is final.

Members of the meeting

· The members of the meeting remain (all Governing Body members if the meeting is a Governing Body meeting; all members of the committee if the meeting is a committee meeting).

· However, standing orders require that a councillor who has a pecuniary conflict of interest leave the room.

· All councillors have the right to attend any meeting of a committee and councillors who are not members of a committee may remain, subject to any limitations in standing orders.

Independent Māori Statutory Board

· Members of the Independent Māori Statutory Board who are appointed members of the committee remain.

· Independent Māori Statutory Board members and staff remain if this is necessary in order for them to perform their role.

Staff

· All staff supporting the meeting (administrative, senior management) remain.

· Other staff who need to because of their role may remain.

Local Board members

· Local Board members who need to hear the matter being discussed in order to perform their role may remain. This will usually be if the matter affects, or is relevant to, a particular Local Board area.

Council Controlled Organisations

· Representatives of a Council Controlled Organisation can remain only if required to for discussion of a matter relevant to the Council Controlled Organisation.

1 Apologies

At the close of the agenda no apologies had been received.

2 Declaration of Interest

Members are reminded of the need to be vigilant to stand aside from decision making when a conflict arises between their role as a member and any private or other external interest they might have.

3 Confirmation of Minutes

That the Strategic Procurement Committee:

a) confirm the ordinary minutes of its meeting, held on Tuesday, 15 September 2020, including the confidential section, as a true and correct record.

4 Petitions

At the close of the agenda no requests to present petitions had been received.

5 Public Input

Standing Order 7.7 provides for Public Input. Applications to speak must be made to the Governance Advisor, in writing, no later than one (1) clear working day prior to the meeting and must include the subject matter. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders. A maximum of thirty (30) minutes is allocated to the period for public input with five (5) minutes speaking time for each speaker.

At the close of the agenda no requests for public input had been received.

6 Local Board Input

Standing Order 6.2 provides for Local Board Input. The Chairperson (or nominee of that Chairperson) is entitled to speak for up to five (5) minutes during this time. The Chairperson of the Local Board (or nominee of that Chairperson) shall wherever practical, give one (1) day’s notice of their wish to speak. The meeting Chairperson has the discretion to decline any application that does not meet the requirements of Standing Orders.

This right is in addition to the right under Standing Order 6.1 to speak to matters on the agenda.

At the close of the agenda no requests for local board input had been received.

7 Extraordinary Business

Section 46A(7) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“An item that is not on the agenda for a meeting may be dealt with at that meeting if-

(a) The local authority by resolution so decides; and

(b) The presiding member explains at the meeting, at a time when it is open to the public,-

(i) The reason why the item is not on the agenda; and

(ii) The reason why the discussion of the item cannot be delayed until a subsequent meeting.”

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a) That item may be discussed at that meeting if-

(i) That item is a minor matter relating to the general business of the local authority; and

(ii) the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b) no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”

No.	Title	Page
a ⇩	Forward Work Programme	11

Strategic Procurement Committee

13 October 2020

Komiti Mahi Āta Torotoro Rawa / Strategic Procurement Committee
Forward Work Programme 2020

This committee deals with ensuring sound procurement processes are followed in order to deliver on the work programme and operations outlined in council’s adopted Annual Plan. It has responsibility for awarding contracts of $22.5 million or greater, awarding sensitive contracts and oversight of procurement strategies, processes and procedures.

The full terms of reference can be found here: Governing Body Terms of Reference

Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	Expected timeframes Highlight the month(s) this is expected to come to committee in 2020
Area of work and Lead Department	Reason for work	Committee role (decision and/or direction)	Jan	Feb	Mar	Apr	May	Jun	Jul	Aug	Sep	Oct	Nov	Dec
Extension to inorganic services contracts Waste Solutions	To allow time for a review of the current inorganics service, which is an action in the Waste Management and Minimisation Plan 2018: Working together for Zero Waste. Implementing the waste plan is a legislative requirement under the Waste Minimisation Act 2008.	Decision: To approve a one-year extension/variation with incumbent suppliers for the inorganic collection and inorganic processing contracts. Progress to date: A contract variation was approved for the current inorganic collection and inorganic processing contracts on 10 March 2020.
Inorganic services contract Waste Solutions	To procure an inorganics service, which is an action in the Waste Management and Minimisation Plan 2018: Working together for Zero Waste. Implementing the waste plan is a legislative requirement under the Waste Minimisation Act 2008.	Decision: Approval of procurement plan for new inorganic contract/services commencing February 2022 A report will be provided in October 2020.
Update on suppliers for the Retrofit Your Home panels Environmental Services	To provide an update on the suppliers who were appointed to the Retrofit Your Home panels.	Information: An update on the names of the suppliers will be provided in the first half of 2020. Progress to date: The establishment of the panels was approved on 4 September 2019.
Update on the award of Waiheke waste services Waste solutions	New waste services for Waiheke were procured in 2019 to deliver on the objectives on the Waste Management and Minimisation Plan 2018 and the Tīkapa Moana Hauraki Gulf Islands Waste Plan which is an appendix to the overall waste plan. Implementing these plans is a legislative requirement under the Waste Minimisation Act 2008.	Information: Updates on Waiheke Waste Services will be provided. Progress to date: The procurement plan for Waiheke waste services was approved on 7 February 2019 and the supplier recommendations were approved on 4 September 2019. Staff advised that the value of the final contract would be confirmed by November 2019. A memo was sent in November 2019 to provide an update on the award of Waiheke waste services.
Update on suppliers for physical works and technical services panels Healthy Waters	To provide an update on the suppliers who were appointed to the Healthy Waters technical services and physical work panels.	Information: An update on the names of the suppliers will be provided in the first half of 2020. Progress to date: The establishment of the panels was approved on 3 April 2019.
Healthy Waters Maintenance contracts Healthy Waters	To provide effective operations and maintenance of the regional stormwater network. This contributes to managing and improving the health of Auckland’s harbours and waterways and responding to flooding events. This is council’s responsibility under the Regional Stormwater Network Discharge Consent.	Decision: Award contracts to recommended suppliers for Healthy Waters operations and maintenance contracts, and the regional maintenance of catchpits and treatment devices. Progress to date: The procurement plan for the following Healthy Waters contracts was approved 4 September 2019: - operations and maintenance services for the southern area of the Auckland region - regional maintenance of catchpits - regional maintenance of treatment devices. The committee also approved the overall strategy for procuring stormwater operations and maintenance services for the northern and central areas. On 9 April 2020, the Emergency Committee approved the awarding of the southern and regional maintenance contracts. The procurement plan for the operations and maintenance contract for the northern and central area of the Auckland region was approved 15 September 2020
Biodiversity protection services delivered through the Natural Environment Targeted Rate – Category Strategy Environmental Services	This procurement category strategy will support effective implementation of the council’s key services related to the natural environment targeted rate work programmes.	Decision: To endorse the procurement category strategy for biosecurity protection services delivered through the Natural Environment Targeted Rate. Progress to date: The Category Strategy was endorsed 10 March 2020.
External Legal Services Legal	To procure external legal service. Current contracts expire in Dec 2020,	Decision: Approval of procurement plan for new external legal contract/services commencing January 2021. A report will be provided in November 2020.
Te Whau pathway shovel-ready funding project	Environmental outcomes and better transport connectivity through walkways and pathways. Faster project delivery and construction to support multiple community outcomes using the shovel-ready funding.	Decision: Approval of procurement plan to approach market for the main project works covered by the shovel-ready funding. A report will be provided in October 2020.
SAP Licensing Renegotiation Procurement	To re-negotiate current SAP agreement to better suit council’s current and future needs, and to better align with SAP’s commercial and technical roadmap.	Decision: Approval of Procurement Plan for new licensing construct, and support and maintenance services for a 5-year period until December 2025 A report will be provided in November 2020.

Strategic Procurement Committee

13 October 2020

Procurement plan for Auckland regional inorganic collection service

File No.: CP2020/14197

Te take mō te pūrongo

Purpose of the report

1. To provide an update on the procurement for Auckland’s regional inorganic waste collection service.

Whakarāpopototanga matua

Executive summary

2. The two contracts to provide Auckland’s inorganic waste collection service both expire in December 2021.

3. One contract is for the collection of inorganic materials from eligible Auckland properties and the management of an associated storage warehouse. The second, smaller contract is for the distribution of reusable and recyclable materials to charities and community organisations.

4. Staff are also seeking approval for a six-month extension to the current contracts to continue delivering the service until June 2022. This will bring future contracts in line with the financial year and will provide sufficient time for the procurement process and mobilisation of new suppliers.

5. Overall, the current inorganic service is meeting most of the objectives that were set for it in the 2015 business case. However, while the total tonnage of waste sent to landfill has decreased over the contract period, the percentage diverted for reuse and recycling has also decreased.

6. The proposed procurement plan incorporates outcomes from an operational service review undertaken in 2019 which identified key priority areas for improvements, including the potential for better waste diversion and customer satisfaction.

7. Staff also assessed the potential to utilise Auckland’s community recycling centres for full or partial delivery of the inorganic service in their areas as set out as a goal in Auckland’s Waste Management and Minimisation Plan 2018.

8. The proposed procurement plan seeks to maintain the current service experience from a customer perspective but to modify how the service is delivered contractually. This is expected to increase the level of waste diversion and work towards the zero waste vision of the Waste Management and Minimisation Plan 2018.

9. The proposed changes to the contract setup include splitting the current regional collections contract area into two contracts, covering the northern and southern parts of Auckland.

10. Each area will potentially have two contracts; one for the collection of materials from households, and one for warehouse management and distribution of materials. There is potential for one contract to cover both the warehouse management and distribution of materials for both areas. The procurement plan will stipulate that at least two collection contractors overall are engaged to enable benchmarking and improve on the current diversion rate.

11. The customer-facing end of the current inorganic service, including the on-property collection and the online booking tool, will not be affected by these changes.

12. More detail regarding the procurement plan for this project will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā tūtohunga

Recommendations

That the Strategic Procurement Committee:

a) note the information contained in this report, on the inorganic collection service, enables transparency on the topic due for discussion in the public excluded part of the meeting

b) note that the confidential report contains information that could prejudice the council’s position in negotiations with suppliers.

Horopaki

Context

13. Action 16 of the Waste Management and Minimisation Plan 2018 sets out a commitment to continue to provide the inorganic waste collection service, introduced in 2015, to all households and eligible commercial properties. The service offers an annual booked collection for household inorganic waste, picked up from within property boundaries, and with reusable and recyclable items diverted from landfill.

14. The current service is designed to enable material diversion from landfill through a collection methodology that uses two collection vehicles – a box truck, which first collects reusable or recyclable materials from the property, followed by a refuse compactor truck for residual materials which are disposed to landfill.

15. There are currently two main contracts for the delivery of the regional inorganic collection service that expire in December 2021, with a third contract for e-waste. The first contract is for the collection of materials and management of warehouses, and the second is a small contract for the distribution of reusable or recyclable materials. There is a third contract for e-waste that will be included in the warehouse management and distribution contract to increase efficiency. A summary of the contracts is shown in Table 1.

Table 1: Summary of current inorganic contracts

Services Description	Supplier
Inorganic Collection Services (five year contract)	Waste Management New Zealand
Distribution of recoverable items (five year contract)	Zero Waste Network
E-waste processing (two year contract)	Abilities Incorporated

16. As the two main contracts expire in December 2021, the Waste Solutions department has been preparing for procurement for the future service to ensure continued service delivery.

17. Waste Solutions is also seeking approval for a six-month extension to the current contracts to continue delivering the service to June 2022. This will bring future contracts in line with the financial year and allow sufficient time for the procurement and mobilistation of the new suppliers.

Tātaritanga me ngā tohutohu

Analysis and advice

18. Action 18 of the 2018 Waste Management Minimisation Plan outlines the requirement to ‘review the inorganic collection service before the current contract ends in 2019 to assess the potential for partial or full delivery of services through community recycling centres’. This action relates to delivery of service in a local area and a trial has been undertaken in Waiuku to assess future delivery through community recycling centres.

Inorganic collection review outcomes

19. Waste Solutions completed an initial operational review of the inorganic service in 2019 to determine whether it was achieving the outcomes expected in the initial business case. This review identified a set of key priorities for the service moving forward, including:

· achieving higher customer satisfaction

· increasing diversion of waste from landfill

· maintaining or reducing the cost of the service

· supporting future transition of the service to the Resource Recovery Network

· improving the quality of employment provided.

20. Increasing diversion of waste from landfill is a significant priority for this service. Although the total tonnage of waste to landfill through the service has reduced since 2015, the proportion of materials collected that are diverted from landfill has decreased over the same period.

21. It is not fully understood why the diversion rate has decreased over this period but it is possible that communications directing residents to drop off reusable items at charities or community recycling centres before using the inorganic collection are having an effect.

22. The response to COVID-19 this year has shifted staff priorities and altered planned timelines. This means that a full strategic review of the inorganic service in line with action 18 of the Waste Management and Minimisation Plan has not yet been completed. Instead, staff have incorporated the strategic review into the procurement process.

23. Based on the review outcomes, staff are not proposing any significant changes to the current methodology of the service from a customer perspective. The proposed procurement will result in changes to the current contract structure which shifts warehouse management from the collection contract to the materials distribution contract.

Changes to contract structure

24. Enabling increased ownership over the warehouse space used for material storage and distribution has been identified as an important step towards increasing diversion and enabling distribution to local community recycling centres where appropriate.

25. The two contracts being procured are for:

· collection from households (north and south)

· warehouse management and materials distribution (north and south).

26. The procurement will require suppliers to continue the current methodology, in which a box truck collects recoverable or reusable materials from the property, followed by a compactor truck which collects the residual refuse materials.

27. The second change to the proposed procurement, based on the review outcomes, is for the current regional contract area to be split into two contract areas – north and south services.

28. Separate collection contractors will be required for each area to enable benchmarking and assist in diverting a greater proportion of material from landfill to reuse and recycling.

29. The customer-facing end of the current inorganic service, including on-property collection and the online booking tool, will not be affected by the contractual changes and therefore residents will not experience any change to the service.

30. Analysis of procurement options for achieving the service or project will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Tauākī whakaaweawe āhuarangi

Climate impact statement

31. By reducing waste to landfill and increasing the reuse of resources, the inorganic collection service contributes to Action E6: Manage our resources to deliver a zero waste, circular economy of Te Tāruke-ā-Tāwhiri: Auckland's Climate Plan.

32. The emissions reduction potential of the inorganic collection service is dependent on the quality of materials placed out for collection and the capacity for these to be recovered or reused.

33. In 2019, the service diverted 1,672 tonnes of material from landfill to beneficial use, which avoided contributing to the production of landfill greenhouse gas emissions.

34. This procurement plan aims to improve the diversion rate of the service from 19 per cent in 2019. Increased diversion rates in turn will result in emissions reduction.

35. Collection distances travelled may reduce depending on the location of warehouses and distribution logistics. The division of the region into two contract areas should result in shorter trips.

36. Further work is required to understand the full scope of emissions reduction and mitigation as a result of the circular economy approach that Auckland is taking to materials, particularly regarding embodied emissions (the total energy required for the manufacture, transport and full lifecycle of a material). It is assumed that emissions are reduced when materials are reused or recycled, displacing the need for new material production.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

37. This procurement does not have a major impact on other parts of the council family.

38. The inorganic waste collection service is included in Auckland’s Waste Management and Minimisation Plan 2018, particularly Actions 16 and 18 relating to the provision and review of the inorganic collection service. Preparation of the Waste Management and Minimisation plan included the opportunity for council-controlled organisations and other parts of Auckland Council to give feedback. No specific feedback was received from council-controlled organisations on the inorganic waste collection service at that time.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

Local impacts

39. The inorganic collection service is provided to all eligible properties across the region. The Hauraki Gulf islands are not included in this procurement although they receive the same service, as this is provided by local operators and procured separately.

40. There should be no new impacts experienced by residents as the customer facing side of the service remains the same. There may be a reduction in truck movements in some areas depending where the warehouses for material storage and redistribution are located.

41. Dividing the current regional contract area into two smaller areas may provide increased opportunity for new or diverse bidders who were otherwise unable to deliver a service to a full regional scale. This could potentially benefit local operators.

Local board views

42. Preparation of the Waste Management and Minimisation Plan 2018 gave local boards the opportunity to give feedback on the inorganic service and associated concerns.

43. Papakura Local Board expressed their support for the development of local community recycling centres to make it easy for residents to take unwanted furniture and equipment to a nearby location for reuse or repurposing.

Tauākī whakaaweawe Māori

Māori impact statement

44. Waste Solutions engaged in extensive consultation with mana whenua and mataawaka on resource use and waste management through the development of the Waste Management and Minimisation Plan in 2018, leading to the development of a set of Māori priorities for the plan.

45. The procurement plan and the focus on the Sustainable Procurement Framework objectives aim to contribute to outcomes aligned with the following Māori priorities:

· kaitiakitanga (our active obligation to sustain and restore our collective resources and taonga tuku iho)

· manaakitanga (nurturing relationships, looking after people and taonga and taiao and fostering mutual respect)

· whanaungatanga (the power that comes from relationships that galvanise people to action through shared activities and values).

46. These outcomes are sought through improvements in waste diversion and the associated environmental protections, quality and long-lasting employment and structuring the contracts in a way that enables improved feedback and dialogue between collection and distribution points.

Ngā ritenga ā-pūtea

Financial implications

47. Financial implications of the inorganic collection service procurement will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

48. Risks and mitigations of the inorganic collection service procurement will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā koringa ā-muri

Next steps

49. Next steps for the inorganic collection service procurement will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Briar Wyatt – Senior Waste Planning Advisor

Paula Nicolini – Procurement Manager

Authorisers

Parul Sood – General Manager Waste Solutions

Barry Potter - Director Infrastructure and Environmental Services

Jazz Singh - General Manager Procurement

Strategic Procurement Committee

13 October 2020

Te Whau Pathway project procurement plan

File No.: CP2020/14426

Te take mō te pūrongo

Purpose of the report

1. To provide an update on the procurement plan for the Te Whau Pathway Project boardwalk construction.

Whakarāpopototanga matua

Executive summary

2. As part of Central Government’s shovel ready initiative, Crown Infrastructure Partners (CIP) granted funding of $35 million to complete the next phase of the Te Whau Pathway Project. The project aligns with transportation strategies held by Auckland Council and Auckland Transport.

3. The principles that underpin the government’s funding for shovel ready projects are threefold – immediate job creation and income growth, construction activity that will be under way within the next 12 months and a high degree of visibility (to provide the public with confidence about the economic recovery underway).

4. Considering the complexity of the project and time constraints under the CIP funding agreement, early contractor involvement during the design process is critical to ensure that technical and programme specifications are met in a sensitive marine environment.

5. Community Facilities, Community Services and Procurement have developed a Procurement plan to deliver this project.

6. More detail regarding the procurement plan for this project will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā tūtohunga

Recommendation/s

That the Strategic Procurement Committee:

a) note the information contained in this report on the Te Whau Pathway Project boardwalk construction enables transparency on the topic due for discussion in the public excluded part of the meeting.

b) note that the confidential report contains information that could prejudice the council’s position in negotiations with suppliers.

Horopaki

Context

7. The project includes 4kms of a 4m wide boardwalk and/or bridges for two sections referred to as Section 2 (Olympic Park to Ken Maunder Park) and Section 5 (Laurieston Park to North Western Cycleway) in the Te Whau Pathway map.

8. Te Whau Pathway will provide a high quality shared pathway that is safe and almost entirely segregated from vehicular traffic. It will promote walking and cycling and is consistent with the objectives of national land transport strategies.

9. Auckland is a rapidly growing city with a population approaching 1.7 million. In the next decade nearly 55 per cent of New Zealand’s population growth is expected to be in Auckland, while over the next 30 years Auckland’s population is projected to grow by up to another one million people.

10. To unlock the benefits of this growth, Auckland needs a transport system that provides safe, reliable and sustainable access. This means transport systems that:

· easily connect people, goods and services to where they need to go

· provide high quality and affordable travel choices for people of all ages and abilities

· seek to eliminate harm to people and the environment

· support and shapes Auckland’s growth

· create a prosperous, vibrant and inclusive city.

11. Auckland Council and Central Government developed an aligned strategic approach to transport through the Auckland Transport Alignment Project (ATAP). One of the key expected outcomes from this strategy is increasing cycling mode-share, with flow-on benefits for health, safety, the environment and congestion. The project strongly supports many Auckland Plan, Long-term Plan and Local Board Plan objectives such as:

· Aucklanders will be able to get where they want to go, more easily, safely and sustainably (Outcome for Transport and Access from the Auckland Plan 2050)

· ‘Keeping cities moving’ by shaping urban form, making shared and active modes more attractive, and influencing travel demand and transport choices (The Transport Agency’s plan 2019)

· Connect our parks and open spaces (Parks and Open Spaces Strategic Plan)

· Connect our natural areas (Parks and Open Spaces Strategic Plan), a green Auckland, creating ecological connections through seven suburbs

· Whau Local Board Plan outcomes: “Enhanced natural environment” and “It’s 20 minutes to all we need by walking, cycling and public transport”

· Henderson-Massey Local Board Plan outcomes: “It is easy to get around without a car”.

Tātaritanga me ngā tohutohu

Analysis and advice

12. Considering the complexity of the project and time constraints under the CIP funding agreement, early contractor involvement during the design process is critical. The successful contractor will be required to review the suitability of fibre reinforced polymer plastic (FRP) or similar technology against traditional timber piles and boards for this project. If the use of FRP is suitable, the contractor would need to evaluate it against more conventional methods of construction for elevated boardwalks in marine and estuarine environments.

Analysis of options for delivery model

13. The options that were considered as delivery models for this project include

· Traditional (construct only)

· Design and Construct

· Early Contractor Involvement

14. Analysis of the delivery model for delivering this contract will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Analysis of options for procurement approach

15. Analysis of the procurement approach for delivering this contract will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Sustainability outcomes achieved from the preferred option

16. This procurement approach supports council’s sustainable procurement framework, enabling us to positively impact the economic, environmental, social and cultural well-being of the community. These well-beings will drive engagement and innovation, as well as provide employment opportunities and career pathways for Māori.

Tauākī whakaaweawe āhuarangi

Climate impact statement

17. The Te Whau project supports action against climate change by providing safe, connected walking and cycling routes, thus reducing Aucklander’s reliance on fossil fuel and contributes to low-carbon lifestyles.

18. To date over 16,000 plants have been planted as part of the Te Whau Pathway project and additional plants will be planted in subsequent stages, reducing carbon in the atmosphere.

19. The project will also provide education opportunities to highlight awareness of climate change issues.

20. The height of the boardwalk has been determined by taking into account storm surge (coastal hazards) and climate change influences such as sea level rise.

Ngā whakaaweawe me ngā tirohanga a te rōpū Kaunihera

Council group impacts and views

21. Auckland Transport (AT) is one of the project partners of the Te Whau Pathway Project. AT funded the Scheme Assessment Report (SAR) in 2017, which forms the basis of the current concept design for Te Whau Pathway. AT is represented on the Projects Steering Group in an advisory role.

Ngā whakaaweawe ā-rohe me ngā tirohanga a te poari ā-rohe

Local impacts and local board views

22. The Whau and Henderson-Massey Local Boards are supportive of the Te Whau project. The local boards will be impacted positively through benefits from the outcomes generated from this project.

23. The project will deliver employment opportunities. The goal is to create 40 Full Time Equivalent (FTE) jobs during the delivery of the Te Whau Project which will benefit the local community. In addition, once completed, the track improvements will have the potential to support further economic development by connecting communities to places of work.

24. A further project objective is to provide access to safe, affordable, accessible and sustainable transport systems for all. In addition, the project aims to provide universal access to safe, inclusive and accessible green and public spaces in particular for woman and children, older people and people with disabilities.

Tauākī whakaaweawe Māori

Māori impact statement

25. Ngāti Whātua Ōrākei and Te Kawerau a Maki are project partners of the Te Whau Pathway Project. Te Aranga Design Principles are incorporated into the design and Mana Whenua are being engaged throughout the project.

Ngā ritenga ā-pūtea

Financial implications

26. Details regarding the financial implications of this procurement will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā raru tūpono me ngā whakamaurutanga

Risks and mitigations

27. Risks and mitigations analysis will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā koringa ā-muri

Next steps

28. Next steps will be provided in the confidential section of the Strategic Procurement Committee meeting agenda for 13 October 2020.

Ngā tāpirihanga

Attachments

There are no attachments for this report.

Ngā kaihaina

Signatories

Authors

Marina Van Den Berg - Senior Project Manager, Community Facilities

Vivian Dias - Procurement Manager, Capital Procurement

Authorisers

Rod Sheridan - General Manager Community Facilities

Claudia Wyss - Director Customer and Community Services

Jazz Singh - General Manager Procurement

Strategic Procurement Committee

13 October 2020

Exclusion of the Public: Local Government Official Information and Meetings Act 1987

That the Strategic Procurement Committee

a) exclude the public from the following part(s) of the proceedings of this 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 CONFIDENTIAL: Procurement plan for Auckland regional inorganic collection service

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

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.

s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

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).

In particular, the report contains information that could prejudice the council's position with potential suppliers.

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.

C2 CONFIDENTIAL: Te Whau Pathway project procurement plan

Reason for passing this resolution in relation to each matter

Particular interest(s) protected (where applicable)

Ground(s) under section 48(1) for the passing of this resolution

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.

s7(2)(h) - The withholding of the information is necessary to enable the local authority to carry out, without prejudice or disadvantage, commercial activities.

In particular, the report contains information that could prejudice the council's position with potential suppliers.

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.

Chairperson	Cr Greg Sayers
Deputy Chairperson	Cr John Watson
Members	Cr Dr Cathy Casey
	Deputy Mayor Cr Bill Cashmore
	Cr Linda Cooper, JP
	Cr Alf Filipaina
	Cr Tracy Mulholland
	IMSB Member Karen Wilson
Ex-officio	Mayor Hon Phil Goff, CNZM, JP

Author	Michelle Judge - Kaitohutohu Mana Whakahaere / Governance Advisor
Authoriser	Jazz Singh - General Manager Procurement