Notice is hereby given that a Meeting of the Browns Community Development Area Subcommittee will be held on:

 

Date:                            

Time:

Meeting Room:

Venue:

 

Tuesday, 31 October 2017

6pm

Limehills Community Centre

116 Ayr Street, Limehills

 

Browns Community Development Area Subcommittee Agenda

OPEN

 

 

MEMBERSHIP

 

Chairperson

Ralph Hamilton

 

Deputy Chairperson

Simon Kane

 

Members

Fred Allen

 

 

Hannah Forbes

 

 

Simon Gilbert

 

 

Raewyn Spencer

 

 

Councillor Darren Frazer

 

 

IN ATTENDANCE

 

Committee Advisor

Alyson Hamilton

 

Community Partnership Leader

Michelle Stevenson

 

 

 

Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840

Email: emailsdc@southlanddc.govt.nz

Website: www.southlanddc.govt.nz

 

Full agendas are available on Council’s Website

www.southlanddc.govt.nz

 

 

 


Terms of Reference - Community Development Area Subcommittees

 

Community Development Area Subcommittees are delegated the following responsibilities by the Southland District Council.

·                 Represent and act as an advocate for the interest of its community.

·                 Consider and reporting on all matters referred to it by the Southland District Council, or any matter of interest or concern to the Community Development Area Subcommittee;

·                 Maintain an overview of services provided by the Southland District Council within the community;

·                 Consider annual estimates for expenditure within the community and recommend these to Council;

·                 Communicate with community organisations and special interest groups within the community;

·                 Undertaking any other responsibilities that are delegated to it by the Southland District Council.

 

In addition to these activities, Community Development Area Subcommittees will consider how best to provide for our communities, and the people who live there, into the future.  

 

Community Development Area Subcommittees will provide leadership by:

·                 Positively representing their community and the Southland District;

·                 Identifying key issues that will affect their community’s future and work with Council staff and other local representatives to facilitate multi-agency collaborative opportunities.

·                 Promote a shared vision for the wider community of interest area and develop ways to work with others to achieve positive outcomes

 

Community Development Area Subcommittees will adopt a strategic focus that will enable members to:

·                 Provide local representation and guidance on wider community issues, initiatives and projects.

·                 Contribute to the development and promotion of community cohesion, by developing and supporting relationships across a range of stakeholders at a local, regional and national level.

·                 Take part in local community forums, meetings and workshops.

·                 Inform local residents and ratepayers on issues that affect them.

 

Community Development Area Subcommittees shall have the following delegated powers and be accountable to Council for the exercising of these powers.

 

Engagement and representation

·                Facilitating the Council’s consultation with local residents and community groups on local issues and local aspects of district wide issues including input into the Long-term Plan, Annual Plan, and policies that impact on the Board’s area.

·                Engaging with council officers on local issues and levels of service, including infrastructural, recreational, community services and parks, reserves and cemetery matters.

·                Representing the interests of the community at Council, Committee or Subcommittee meetings when a motion under debate relates to a matter that the Board considers to be of particular interest to the residents within its community.

·                Monitoring and keeping the Council informed of community aspirations and the level of satisfaction with services provided.

 

Financial

·                Approving expenditure within the limits of annual estimates.

·                Approving unbudgeted expenditure for locally funded activities up to the value of $10,000.

 

Rentals and leases

·                In relation to all leases of land and buildings within their own area, on behalf of Council;

§    Accepting the highest tenders for rentals of $10,000; or less per annum.

§    Approving the preferential allocation of leases where the rental is $10,000 or less per annum.

 

Local assets and facilities

·                  Overseeing the management of local halls and community centres which are owned by Council and where no management committee exists.  This will occur by way of relationship with officers of Southland District Council. 

·                  Appoint a local liaison person responsible for community housing.

 

The Community Development Area Subcommittees can make recommendations to Council on:

 

Assets and Facilities

·                Annually providing feedback on any asset management plans or community services strategies applicable to the community for which the Community Development Area Subcommittee is responsible.

 

Rentals and leases

·                In relation to all leases of land and buildings within their own area, on behalf of Council;

§    Recommending rentals in excess of $10,000 per annum to the Group Manager Services and Assets.

§    Recommending the preferential allocation of leases where the rental is in excess of $10,000 per annum to the Group Manager Services and Assets.

 

Contracts/Tenders

·                Recommending tenders less than $200,000 to the Group Manager Services and Assets.

·                Recommending tenders in excess of $200,000 to the Services and Assets Committee. 

·                Recommending tenders to the Services and Assets Committee where preference is not for acceptance of the highest tenderer,

 

Financial

·                Recommending annual estimates to Council

·                Recommending unbudgeted expenditure in excess of $10,000 to the Services and Assets Committee.

 

Local Policy

·                Considering matters referred to it by officers, the Council, its committees or subcommittees, including reports and policy and bylaw proposals relating to the provision of council services within the Board’s area; and

·                Making submissions or recommendations in response to those matters as appropriate. 

·                Appoint a local liaison person responsible for community housing.

 

The Chairperson of each Community Development Area Subcommittee is delegated with the following additional responsibilities:

·                 Approval of leases, rental agreements and the rollover of existing contracts under $1,000;

·                 Engaging with Community Development Area Subcommittee members to make submissions to the Council on behalf of the Community Development Area Subcommittee where a submission period is outside of the Community Development Area Subcommittee meeting cycle.  Where a Chairperson is unable to base a submission on a consensus among Community Development Area Subcommittee members, a Community Development Area Subcommittee meeting must be held. 

 


Browns Community Development Area Subcommittee

31 October 2017

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                7

2             Leave of absence                                                                                                                                                7

3             Conflict of Interest                                                                                                                                             7

4             Public Forum                                                                                                                                                         7

5             Extraordinary/Urgent Items                                                                                                                        7

6             Confirmation of Minutes                                                                                                                               7

Reports

7.1         Strategic Framework 2018 - 2028 Long Term Plan                                                                       11

7.2         Council Report                                                                                                                                                   19

7.3         Financial Report to Browns Community Development Area Subcommittee for the year ended 30 June 2017                                                                                                                                        39

7.4         Local Budgets for the Long Term Plan 2018-28                                                                             45

Updates

8.1         Chairperson’s Report

 

                Chairperson, Member Hamilton, to report on activities with which he has been involved since the Subcommittee’s last meeting.

8.2         Councillor’s Report

 

                Councillor Frazer to report on matters from the District Council table

 

  


 

1             Apologies

 

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

 

2             Leave of absence

 

At the close of the agenda no requests for leave of absence had been received.

 

3             Conflict of Interest

 

Subcommittee 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.

 

4             Public Forum

Notification to speak is required by 5pm at least two days before the meeting. Further information is available on www.southlanddc.govt.nz or phoning 0800 732 732.

 

5             Extraordinary/Urgent Items

To consider, and if thought fit, to pass a resolution to permit the committee to consider any further items which do not appear on the Agenda of this meeting and/or the meeting to be held with the public excluded.

Such resolution is required to be made pursuant to Section 46A(7) of the Local Government Official Information and Meetings Act 1987, and the Chairperson must advise:

(i)            the reason why the item was not on the Agenda, and

(ii)          the reason why the discussion of this 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.”

 

6             Confirmation of Minutes

6.1         Meeting minutes of Browns Community Development Area Subcommittee, 13 June 2017


sdclogo

 

 

Browns Community Development Area Subcommittee

 

OPEN MINUTES

 

 

Minutes of a meeting of Browns Community Development Area Subcommittee held in the Browns Community Centre on Tuesday, 13 June 2017 at 6.00pm.

 

present

 

Chairperson

Ralph Hamilton

 

Deputy Chairperson

Simon Kane

 

Members

Fred Allen

 

 

Simon Gilbert

 

 

Raewyn Spencer

 

 

IN ATTENDANCE

 

Committee Advisor

Alyson Hamilton

 

Community Partnership Leader

Michelle Stevenson

 

 


1          Apologies

 

Moved Deputy Chairperson Kane, seconded Member Gilbert and resolved:
That the Browns Community Development Area Subcommittee accept the apologies from Councillor Frazer and Member Forbes.

 

2          Leave of absence

 

There were no requests for leave of absence.

 

3          Conflict of Interest

 

There were no conflicts of interest declared.

 

4          Public Forum

 

There was no Public Forum.

 

5          Extraordinary/Urgent Items

 

There were no Extraordinary/Urgent items.

 

6          Confirmation of Minutes

 

            There were no minutes for confirmation.

 

Reports for Recommendation

 

7.1

Community Centre Internal Painting and Carpets Upgrade

Record No:         R/17/6/12311

 

Michelle Stevenson (Community Partnerships Leader) presented the report.

 

Ms Stevenson advised at the previous meeting of the subcommittee discussions were undertaken for a proposed upgrade to the community centre.

 

Ms Stevenson informed the current Community Centre carpets are worn and fraying, and the internal walls and ceilings in need of refurbishment.

Ms Stevenson advised the 2015/25 LTP has $15,000 allocated for this project in the 2016/17 year.

Members noted Council staff have sourced two quotes for the internal painting. These being;

§  Dean Bleasel - $7,320 (plus GST) for the internal paint of the community centre, tongue and groove flooring and wood panelling. 

§  Keith Moore - $7,000 (plus GST) to undertake the same scope of work.

Ms Stevenson advised the replacement of the Community Centre carpets will include the main area of the hall and a quote of $2,863 (plus GST) has been received from Regal Floors.

 

Members noted the total cost of this upgrade is $9,863 (plus GST).

 

Following discussion the subcommittee agreed that it be recommended to Council to proceed with the internal refurbishment of the community centre and that the preferred quote from Keith Moore of $7,000 (plus GST) for internal paint work and the quote from Regal Floors for $2,863 (plus GST) for upgrade of the carpets be accepted.

 

 

Resolution

Moved Member Allen, seconded Member Spencer  and resolved:

That the Browns Community Development Area Subcommittee:

a)         Receives the report titled “Community Centre Internal Painting and Carpets Upgrade” dated 7 June 2017.

 

b)         Recommends that Council approve the internal refurbishment and carpet upgrade in the Browns Community Centre at an approximate cost of $9,863 (plus GST).

 

 

 

The meeting concluded at 6.30pm                CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Browns Community Development Area Subcommittee HELD ON TUESDAY, 13 JUNE 2017.

 

 

 

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

 

 

 

CHAIRPERSON:...................................................

 

 


Browns Community Development Area Subcommittee

31 October 2017

 

Strategic Framework 2018 - 2028 Long Term Plan

Record No:        R/17/9/23149

Author:                 Nicole Taylor, Project Co-ordinator Corporate Planning

Approved by:       Rex Capil, Group Manager Community and Futures

 

  Decision                              Recommendation                         Information

 

  

Purpose

1.       The purpose of this report is to update Community Boards, Community Development Area Subcommittees and other local Council committees on the revised Strategic Framework that has been developed by Council for the Long Term Plan 2018-2028.

2.       The report presents the framework for information and highlights the key changes to the Council’s intended areas of focus in response to the key strategic challenges facing Southland District over the next twenty years.

3.       The report also aims to remind members of the wider strategy work that is expected to be undertaken as part of and following the development of the 2018-2028 LTP programme to develop a proactive response to the fundamental shifts occurring in our communities and operating environment. (eg Community Futures 2040 Project / Community Leadership Planning).

Background

4.       The Mayor and Councillors have undertaken a review of the Council’s strategic planning framework following a Strategy Workshop in February 2017.

5.       The Strategic Framework (Appendix A) is the basis on which the Long Term Plan (LTP) 2018-2028 is developed.

6.       The framework outlines where the Council wants to be (Vision), what the end result looks like (Community Outcomes), how the Council will work (Mission) and what the Council needs to do to get there (Strategic Priorities).

7.       The four aspects combine to explain what the Council will focus on and what it will deliver over the coming three years and beyond.

 

Vision: Southland: one community offering endless opportunities

 

Community Outcomes:

-        Proud, connected communities that have an attractive and affordable lifestyle

This means Southland District is a place where people have everything they need to live, work, play and visit; where they are connected to each other, the environment and the world outside Southland; and where they can enjoy a safe and fulfilling life in our unique natural environment.

 

-        Resilient communities that leave a legacy for tomorrow

This means Southland District is made up of strong communities that take a sustainable approach by considering the impact on the environment and the social, cultural and economic wellbeing of our communities now and in the future.

 

Mission: Working together for a better Southland

 

 

 

 

Our Approach:

-        We will work in partnership with our communities

-        We will constantly look for better ways

-        We will work as one team

 

Strategic Priorities:

We need to provide strong community leadership and work with our communities on how to adapt so that the infrastructure, local services and regulatory functions we provide are appropriate and support the achievement of our shared vision.

 

Our Focus

i.        Improve how we work

ii.       Provide appropriate infrastructure/services

iii.      Make informed decisions

iv.      More people

 

8.       The key changes to the framework include:

·    revised vision

·    reduction in number of community outcomes from three to two and change to wording

·    addition of approach statements under the mission statement

·    addition of strategic priorities with an overall statement supported by four key areas of focus.

9.       While the Council has endorsed the Strategic Framework as the foundation for the Long Term Plan 2018-2028, it is still draft pending public feedback on the Community Outcomes through the draft Long Term Plan public consultation process. These will be confirmed when the Council adopts its final Long Term Plan in mid-2018.

 

Discussion

10.     In considering what outcomes are wanted in the future (and therefore where Council and communities want to focus) it is useful to look at where the District is at today and some of the challenges that it faces for the future.

11.     There are some significant shifts happening in Southland communities that will impact on who lives in Southland, where they live, how they live and what services and infrastructure they will need from Council.

12.     Current demographic modelling indicates that the future Southland community is likely to:

·    be older (ageing population)

·    have fewer people (static or declining population forecasts with small pockets of growth)

·    live in, or, close to, larger urban centres (over smaller rural villages) for easier access to services/healthcare

·    have a higher proportion of people on fixed incomes

13.     Changes in technology and the move towards automation/robotics/artificial intelligence also raises uncertainty around employment options in the long-term.

14.     This raises the questions about whether Southland’s communities will still need or be able to afford the same infrastructure and services that they receive now from Council, particularly as these communities come under more pressure with increased compliance and regulation requirements, increased asset replacement/renewals costs due to ageing infrastructure, changing employment and economic conditions and the impacts of climate change and natural hazards.

15.     As such, the key strategic challenges facing Southland are around:

·     Working with communities to plan for and be realistic about what the future might hold

·     Working with communities to create great places

·     Ensuring that infrastructure that is needed to support economic and social activity within its communities is appropriate and affordable

·     Doing more with less both as a Council and a community which requires a focus not only on the efficiency of internal service delivery but it also requires Council to work collaboratively with other agencies and the community. By pooling resources across agencies and with the community we should be able to deliver more.

·     Being innovative and find new ways of delivering its services which reflect the changing needs of its communities and are both effective and efficient

·     Attracting and retaining people in communities with a number of the district’s communities facing static or declining population.

16.     Given this context, Council needed to develop a Strategic Framework for the 2018 LTP that defines the end-goal, recognises the strategic challenges and setting a path for Council’s response. Essentially, the framework becomes the mechanism for getting alignment and channelling resources towards the end-goal.

17.     As such Council’s review of the Strategic Framework focussed on ensuring that it reflects what the current Council is wanting to achieve and clearly define what the priorities are and the expectations in terms of how the Council intends to proceed.

18.     Because the framework provides a basis for all of Council’s activities, it is used to guide elected members and officers about the Council’s priorities providing direction for plans, policies and decision-making about services and activities and ensure that what happens day-to-day takes the Council towards its end-goal rather than in an opposing direction.

Vision and Mission

19.     The vision statement “one community offering endless opportunities” has been developed from the Council’s strategy workshop discussions. At the workshop Council emphasised the importance of developing a cohesive district wide approach to the way in which it sets policy, makes key decisions and manages the prioritisation and delivery of its services. It also reflects the importance of working together (across the whole district/region, with communities and with organisations who have shared issues/interests). This was seen as critical for the future and one of the best ways to face the challenges that Southland was facing given district, national and global trends.

20.     The current vision “to have thriving, healthy Southland communitieswas seen as limiting and not reflective of the need to be upfront with communities about the fact that many communities are decreasing in size.  Councillors acknowledged that there was a need to have the courageous conversations about infrastructure and affordability into the future. The feeling was that Council needed to ‘walk together’ with its communities and help them understand the likely future issues and provide a District wide context to the decisions being made. This will support our communities to make informed choices about the future, versus Council being perceived to be making decisions in isolation to individual communities. As such, the current vision was not seen as relevant or achievable given the developing challenges.

21.     Words like partnership and working together and looking for different opportunities came through strongly at the workshop. Council agreed that although Southland is made up of many communities, it was important to be one community with one voice working together, particularly when advocating at the regional and national level. Council acknowledged that the district wide, one community approach is a principle which will take time to develop and deliver. It also agreed that it wasn’t there yet and this is why it is a vision.

22.     So why endless opportunities? Council talked about the many options that exist right now for doing things differently and being innovative, but also that those opportunities will only increase if we are working together as one community with one voice.  Council also noted that it was important to communicate why people will want to come to Southland District because of the opportunities for them around lifestyle, business, community and regional strength. The opportunities wording gives a lot of leeway to link in with other initiatives such as SoRDS, tourism growth, and other developments.

Our Approach

23.     Much of what was discussed at the strategy workshop related to “how” Council does things as much as “what” Council does in terms of activities/services/actions.  Council agreed that there was a need to be clearer about a how it wants to work, so that these expectations can be clearly communicated to and understood by officers and elected members alike.

24.     As such, a series of “Approach” statements have been added into the Council’s Strategic Framework to support the Mission statement of Working together for a better Southland:

-      We will work in partnership with our communities

-      We will constantly look for better ways

-      We will work as one team

25.     These are intended to provide a steer on how the Council will work, where working in this way will assist Council to achieve its Vision/Community Outcomes as much as, if not more than, the specific infrastructure, services and functions it performs.

Community Outcomes

26.     The Community Outcomes describe what the Council aims to achieve in meeting the current and future needs of our communities – how we want the district to be. The Council cannot achieve these outcomes alone – it will require collaboration with other agencies and the community. A strong principle is that Council needs to be part of the solution – but does not have to be the solution.  In fact it is important the community and appropriate agencies take the responsibility accordingly.

27.     There was strong consensus among Councillors about what the sort of Southland they wanted to see develop. The concepts included:

-      a strong/proud/connected community

-      a community where people belong

-      building trust

-      working collaboratively with communities and other organisations across the region

-      valuing the environment

-      dealing with change.

28.     The Council’s current community outcomes have been reviewed to reflect these concepts and provide a clear direction.  As a result the Council developed two outcome statements that describe more broadly the type of community we are aiming to create to paint the picture of where we want to be:

 

i.    Proud, connected communities that have an attractive and affordable lifestyle

ii.    Resilient communities that leave a legacy for tomorrow

Strategic Priorities

29.     The Council has also developed a series of four Strategic Priorities into the framework which provide more context about the outcomes and how Council expects to achieve them. As a result they should also assist with prioritising Council’s activities. This is the first time that the Council has defined a set of Strategic Priorities as part of this framework.

30.     These priorities are the areas of the Council’s operations where elected members want to see a change in approach or increase in focus over the triennium and beyond.

31.     The priorities have been developed from the issues discussed by Council at the workshop and also existing initiatives. These are prefaced by a statement which reflects the purpose of local government.

Strategic Priorities - We need to provide strong community leadership and work with our communities on how to adapt to these changes so that the infrastructure, local services and regulatory functions we provide are appropriate and support the achievement of our shared vision.

Our focus:

1.       Improve how we work

2.       Provide appropriate infrastructure/services

3.       Make informed decisions

4.       Attract more people

32.     These are designed to provide greater detail around Council’s priorities and where the Council is focusing its efforts to achieve the community outcome. This priority setting approach means that the detail about what the “community outcome” means can be contained here rather than in high level community outcome statement.

33.     Taken together the Vision, Community Outcomes, Mission, Approach and Strategic Priorities are intended to be able to answer the “Why” question around anything Council does.

34.     The new Strategic Framework forms the basis for what the Council plans to focus on over the next three to ten years.

35.     The framework has been used by the Council and officers when preparing the 2018 Long Term Plan and associated Activity Management Plan programmes, budgets and performance information.

Next Steps

36.     Community Boards, Community Development Area Subcommittees and other local committees are also asked to consider the framework in their decision-making going forward. This may be as part of budgeting processes for the 2018 LTP, wider community leadership planning or more generally as part of day-to-day operations.

37.     Like Council, local committees are also encouraged to take a strategic perspective and critically consider the future challenges and opportunities now, and, be realistic in their planning to ensure that Council is being responsible and is preparing the ground for any hard decisions or courageous conversations that may be needed.

38.     The Council is encouraging officers and local committees to consider what they can do differently and how they can work in with each other to help implement the strategies needed to create the vision of “one community with endless opportunities”.

39.     Council is also considering how it delivers its services and giving consideration to a strategic decision-making approach.  This will consider the principle of ‘Think District, Act Local’ and developing overarching strategic frameworks for activity and service delivery.  This approach will consider opportunities associated with appropriate and affordable levels of service, equality vs. equity of service provision, minimum standards, functional hierarchy of provision and consistency across the district.

40.     This strategic framework approach will also inform and assist in the consideration of investment decision-making models and future rating affordability conversations Council will need to have and address related issues. The outputs from this work will be fed back to Community Boards/CDAs for comment once developed.

41.     The Council is also in the very early stages of looking at the changes that are needed and is considering what ‘big picture analytics’ type work needs to be undertaken to provide better data and insights to assist with the futures thinking decisions that will need to be made.

42.     While the Council intends to signal this in its 2018 LTP, the bulk of this work will happen over the next three years to inform a Community Futures 2040 programme. The outcomes and findings of this are expected to see fundamental changes to the way we do things and how we plan ahead of our 2021 LTP.

43.     In the meantime, the Browns Community Development Area Subcommittee are also asked to consider the long-term future issues in its decisions around budgets and programmes for 2018 LTP and to also consider how it can pitch in to support the Council’s long-term strategy.

 

Recommendation

That the Browns Community Development Area Subcommittee:

a)         Receives the report titled “Strategic Framework 2018 - 2028 Long Term Plan” dated 11 October 2017.

 

 

Attachments

a             SDC Strategic Framework (10 Year Plan 2018-2028)_For Local Agendas    

 


Browns Community Development Area Subcommittee

31 October 2017

 



Browns Community Development Area Subcommittee

31 October 2017

 

Council Report

Record No:             R/17/10/25183

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Chief Executive

Southland Regional Development Strategy (SoRDS)

1       At the beginning of September the four Southland Councils released the statement of proposal relating to the formation of a council controlled organisation (CCO), to lead regional development activity.  Submissions closed on Monday, 2 October.

2       The submissions received will be heard by a Joint Committee, consisting of two Councillors from each of the four Southland Councils.  Cr Dillon and Cr McPherson are representing this Council on the Committee.  The Committee is being chaired by Cr Bolger from Gore.

3       Once the hearings process has been completed, the Joint Committee will prepare a report (and recommendations) which will go to the four individual Councils for a decision, on whether to proceed with the formation of a CCO as currently proposed or an alternative option.  

4       During September, there was some publicity, including an article in the Southland Express by Mayor Shadbolt, which suggested that the Gore and Southland District Councils have predetermined the outcome of the consultation process by giving notice of their exit from Venture Southland.  This is not the case.

5       Throughout the process of developing the Southland Regional Development Strategy over the last two years and during the more recent discussions, about how regional development activity might best be managed in the future, this Council has confirmed its commitment to the principles which have underpinned SoRDS to date.  These include the need to have an inclusive ‘whole of region’ approach to regional development activity, rather than having it being very much focussed on territorial local government as it is at present.

6        The fact that it is proposed that there be a level of change, and the development of a CCO is the current proposal which is out for consultation, means that there will need to be changes made to the current Venture Southland Agreement 2014 - 2017.  Indeed the formation of a CCO as currently proposed means that the current agreement will need to be terminated.  Clause 4.1 of the Agreement requires that the parties must give each other 18 months’ notice of any proposed termination.

Water Policy

7        Water policy and its management continues to be a high profile and topical issue.  The broader public and political interest in the issues relating to the way it is managed was a prominent issue during the recent national elections.

8        The high level of public interest in the issue is expected to see it remain high on the agenda for the new Government once it is formed.  In coming months, the Stage Two report from the Havelock North Water Inquiry, which is focussing on how water is managed across the sector, will be released and the central Government Inquiry work will also be progressed.

 

9        Given the significant level of national interest in this area, Local Government New Zealand have a Water 2050 project underway which is looking at how you might develop a more coherent policy framework that:

•           recognises the interlinked nature of all water policy.

•           leads to greater integration of policy, in particular reconciling the setting of standards with        the costs to communities of achieving those standards.

•           identifies a suitable institutional framework to govern water policy.

10     While we need to wait for the new Government to be formed before final decisions are made, it can be expected that this will be an area of change in the next two years, irrespective of what shape the Government takes.  It is likely that these changes will affect both central and local government.

11     Council staff will continue to keep a watching brief on developments and will continue to advocate on behalf of Council, to both Local Government New Zealand and Water New Zealand

Asset Management Practices

12      The Office of the Auditor General (OAG) has recently published a report on Investment and Asset Management across the broader public sector including local government.  A copy of the report is available on the OAG website (www.oag.govt.nz).

13      Key findings in the report that are of relevance to local government include:

•           that to make good investment decisions, there needs to be effective engagement with the people receiving the services, about the service levels they expect and the affordability of those expectations.  The issues relating to affordability of overall rating levels and prioritisation across different activities and the district as a whole, are important issues for Southland District Council as we work through the current Long Term Plan but, also broadly at achievement of our overall strategic goals.

•           there is a need for public entities to work co-operatively with other entities, where it is sensible to do so, to address the challenges and opportunities that can affect investment and asset management.  The relationship that Southland District Council has with agencies such as New Zealand Transport Agency, Department of Conservation and the other public funded entities is critical, to being able to deliver the best, overall value for the district as a whole.

•           there is significant evidence that public entities are not managing their physical assets as well as they should be, including indications that some physical assets risk being “run down”, particularly in the health and local government sectors.  The OAG has proffered the view for some time that there is potentially a significant ‘infrastructure deficit’ developing across the local government sector and that there is a need for solutions to be found to this issue.

•           there is a need for better information about the condition and performance of assets, to assist with improved asset management and performance assessment and then enable appropriate decisions to be made about asset maintenance, renewal and replacement to optimise the delivery of public services.  Without good reporting and information about assets, governors cannot make deliberate and informed decisions, about how to invest in and manage the assets.

 

        there is a need to understand the risks associated with the management of assets and delivery of services.  These include significant events such as the global financial crisis, natural hazards, extreme weather and changing levels of demand bought about by trends such as population aging, population decline increasing urbanisation and the risks presented by historical investment choices.

 

LGNZ Roadshow

14     At the Local Government New Zealand conference in Auckland in July a new president and vice president were elected following the retirement of Laurence Yule.

15     The new president, Dave Cull and chief executive, Malcolm Alexander will be visiting all local authorities over the next few months.  The visit to this Council has been set down for 13 November.

16     The visit provides an opportunity for Council to meet with members of the Local Government New Zealand Council and Executive, to discuss national and local priorities and issues which are of interest to the development of Southland and the sector more generally.

Conflicts of Interest

17     There have been a number of elected member conflict of interest issues in recent months. 
While officers have a role to raise and provide advice on potential conflict of interest issues, it is important to recognise that the primary responsibility rests with the elected member themselves.

18     Issues relating to the management of matters in which members of a local authority may have a pecuniary interest are dealt with through the Local Authorities (Members Interests) Act 1968 (the Act). Section 6(1) of the Act reads:

A member of a local authority or of a committee thereof shall not vote on or take part in the discussion of any matter before the governing body of that local authority or before that committee in which he has, directly or indirectly, any pecuniary interest, other than an interest in common with the public.

19     The Act does not define “pecuniary interest”.  The Office of the Controller and Auditor-General[1] (OAG) uses, however, the following definition:

whether, if the matter were dealt with in a particular way, discussing or voting on that matter could reasonably give rise to an expectation of a gain or loss of money for the member concerned.

20     It is also important to recognise that pecuniary conflicts do not necessarily require a direct contractual relationship between the elected member and the Council.  Even where the benefits are indirect (eg the decision would benefit the local industry in which the member operates), it is possible that elected members can have a pecuniary conflict.

21     Elected members also need to be mindful of non-pecuniary benefits including where, for example, they might be involved with the executive committee of a voluntary organisation that has a relationship (eg receives grants) with Council.

Golden Bay Wharf

22     Negotiations have commenced with Southport and Rakiura Adventures Ltd, over the future ownership and management of the Golden Bay Wharf.  These negotiations may take some time to reach resolution.

23     In parallel with the negotiation process officers are also giving consideration to how they might advance work to manage the development of a new facility for Golden Bay.  Given the need to advance the replacement of both the Golden Bay and Ulva Island facilities within a similar timeframe it makes sense to create one project team to lead both pieces of work.

Customer Support

24     September saw Megan Wilson, Librarian/Customer Support Partner recognised as the Association of Local Government Information Management (ALGIM) conference as Customer Service Individual of the year.  This award is due to the work Megan has completed above and beyond her role, for our customers in Riverton and the district as a whole.

25     Customer foot traffic across our sites declined in August and September which reflects our rural communities focusing on a busier time in the season.  Call volumes have also reduced in line with the peak that occurred with dog registrations in July. 

Libraries

26     Work continues on implementation of recommendations from the section 17A, Local Government Act 2002 review of Library Services.  Visits to libraries in Waitaki, Dunedin, South Canterbury, Wanaka and Central Otago have given the team insight into the advantages and worked needed to proceed with the Radio Frequency Identification (RFID) of our collection. 

27     Stewart Island Library has seen over 90% of borrowers using the self-service issuing machine and we are investigating the potential to offer 24/7 access to the library for borrowers; this is at a concept stage at present.

Services and Assets

Long Term Plan

28     All Activity Managers are working on updates to their activity plans.  The financial elements of these plans feed into the ten year financial budgets for the Long Term Plan (LTP).  Activity Managers have to consider what issues will significantly affect how their activity will be managed over the LTP period.  The condition of assets and the predicted performance of those assets also dictates what maintenance and renewals are to be planned for over the period.  The key performance indicators in these plans are also being critically reviewed as part of the Corporate Performance Framework.  The intent is to only have useful meaningful performance measures.

Strategic Transport

29     The Transport team has had a particularly busy period of months with a number of major contracts needing to be developed, tendered and let.  These include:

•        Three Alliance Maintenance Contracts

•        Catlins Seal Extension project

•        District Wide Reseals Renewals

•        Professional Services Contract

•        District Wide Pavement Marking contracts

 

30     It is very unusual for all of these contracts needing to be renewed in such a short timeframe.


 

Te Anau Airport - Manapouri

31     The summer season began in September. There is an indication of increased activity from Tauck tours during the upcoming summer season which is positive for the airport surrounding communities.

32     Work is also progressing with the Civil Aviation Authority Adventure Aviation department as to where the best and safest options for a Parachute Landing Area (PLA) would be on the airfield.  Now that Part 115 (Adventure Aviation) has been running for the last five years, further consideration needs to account for additional regulatory planning. Discussions are underway with   a skydive operation at the airfield.  This is a long way through the process and looks likely to happen later in the summer season.

33     As part of the preventative maintenance programme for the runway surface discussions are underway with a crack and seal maintenance company that carries out nationwide condition maintenance.  This can be carried out in stages to spread the cost and get the best out of the current runway overlay.  Council is currently awaiting a final report and costing from the contractor and will possibly extend our anticipated current life span of the present overlay.

34     Over the winter period, some of the operational staff attended a joint airfield emergency exercise in Invercargill, where a simulated aircraft crash occurred with an Air New Zealand Q300 aircraft.  This aircraft is of a similar type to the aircraft operated by Alliance Airlines of Australia.

35     A recent internal audit identified further security signage was required, to bring the fencing and public protection areas up to the new standard.

Forestry (IFS)

36     The carryover of the 2016/17 harvesting in Dipton and Ohai has now been completed, with 9,500 tonnes ($1M income) achieved.  The main 2017/18 harvest program of 44,000 tonnes will commence in December/January.

37     The planting program has been completed with 75 Ha completed in Dipton and Ohai. 
Aerial post-plant spraying of these areas is being planned.  Other operations underway include pruning in Gowan Hills and carbon measurement across the Post89 registered areas.

Strategic Property

Community Centres

38     Edendale Hall is still on the market for disposal by way of a fixed price, given that only one tender was received, which was significantly lower than the market analysis.  There is still only limited interest.  No action has been taken as yet on the disposal of the Hokonui Hall. 
Menzies Ferry is in a similar situation however, work has been completed to survey out the local war memorial to be retained by Council, and the two new titles are being arranged prior to starting the local community consultation about closing the hall.

Public Conveniences

39     It is expected that the operating costs for those toilets situated on the main tourist routes will increase in line with the increase in tourist numbers.

40     A project is currently underway to erect new signage at those facilities where the water supplies are non-potable.  This is simply to reduce any risk to both the users and Council.


 

Curio Bay Project

41     Ongoing with Council’s waste water project and Department of Conservation’s carpark completed.  The South Catlins Trust has the new camping amenities building operational as well as commencing construction on the new heritage building.  An ancillary project has resulted from all this development and the three parties in conjunction with other interest groups, are involved in a planting programme on the reserve to increase the habitat for the Yellow Eyed Penguins.

Strategic Water and Waste

Te Anau Wastewater Discharge Project

42     Following on from the May meeting, work was completed to identify a list of criteria that any potentially available alternative land disposal sites, could be evaluated against. The criteria take into consideration factors such as ground conditions, soil type and suitability for irrigation as well as separation distances from water courses and other sensitive receptors. 

43     The criteria were publicly advertised for those who wish to offer any land they believe meets these criteria and are willing to sell to Council.  The expressions of interest received are currently being evaluated. 

44     Work has also been progressed with development of the business case for the Kepler proposal for which Council already has consent. Council also approved the key criteria within which the business case is being developed at its 16 should be developed at its 27 September meeting.

45     A draft of key parts of the business case will be presented to the Te Anau Wastewater Project Committee at a meeting on 17 October for comment. A revised draft will then be presented to Council in November with the target of a final version being presented in December.

Land and Water Plan Implementation

46     Under the National Policy Statement for Freshwater Management (NPS-FM) water quality and quantity are to be maintained and improved, with any over allocation to be phased out over time.  Environment Southland is required to set environmental limits by 2025, with all ‘communities’ required to meet those limits in due course.  They are progressing this work via their proposed Water and Land Plan.

47     To assist with addressing the impacts of these changes on local authority infrastructure, Environment Southland have formed a Three Waters Officer Working Group.  The objectives of the Group are to work through the implications of the new freshwater standards, develop an agreed approach to the re-consenting of local authority infrastructure and ensure that the organisational objectives are aligned.

48     In early September the three Southland territorial local authorities presented joint submissions to Environment Southland on the notified Southland Water and Land plan.  A key of focus was on advocating for changes, which ensure that the valuable role that 3 waters infrastructure plays, in the broader well-being of urban communities is recognised in an appropriate way.  The notified plan proposed, for example, that all wastewater and stormwater discharges would be a non-complying activity.  This creates a significant level of risk and additional cost to territorial local authorities, when seeking resource consents for such discharges.

49     It is expected that the decisions will be released in April/May 2018.  Officers will continue to monitor the outcomes from this process. 


 

Fluoridation of Drinking Water

50     Council recently received an update from the Ministry of Health around the status of the Health (Fluoridation) Amendment Bill which may receive a second reading before parliament later this year.  This Bill will transfer the right for decisions on community fluoridation from Councils to the District Health Boards. 

51     A fund of $30 million over ten years, will be established to fund any communities directed to Fluoridate.  Although there is no indication that any request or direction will be made, Council staff are looking into what upgrades might mean for our community water supplies.

Water New Zealand Conference

52     A number of Council staff attended the Water New Zealand annual conference in Hamilton in September.  As expected issues around water safety formed a large part of the conference agenda. 

53     A workshop held prior to the conference, featured international guest speakers with direct experience in management and investigation of waterborne illness outbreaks.  Key messages delivered were that multi barrier treatment processes are vital to reduce the risk of contamination as much as protection of the source water.  A significant number of the speakers also indicated that chlorination of drinking water was a safe and effective tool in the provision of safe drinking water and there was some discussion around how this may become a requirement of the Havelock North Inquiry.

Strategic Roading

Alternative Coastal Route Seal Extension Project

54     This project is tracking on schedule with good progress being made.  Earthworks and drainage are now complete on Slope Point Road, and The Roading Company have now started these works on Otara Haldane Road, with around 30% of this section completed to date.

55     While earthworks are underway on this latest section, Slope Point Road is now undergoing pavement construction, in preparation for sealing that is planned later this year.

56     There was one health and safety issue report resulting in lost time injury.  This occurred when a worker slipped and injured their leg while climbing out of a truck.

New Zealand Transport Agency (NZTA) Investment Procedural Audit

57     The finalised Audit was received from NZTA at the end of September.  No areas were identified as unsatisfactory or needing significant improvement.  Two areas have been highlighted for some improvement.  These are around consistency of late tender’s policy in tender proposals.  The second area revolved around procurement of in-house professional services and Council’s need to document the formal management structure for in-house operation.

 

LED Streetlight Replacement Programme

58     Services and Assets have accepted a tender from Network Electrical Servicing and have been awarded the contract for the physical installation of district LED lights subject to formal New Zealand Transport Agency funding approval.  All replacement work is expected to be completed by 30 June 2018.

           

 

 

Community and Futures

Southland District Story Launch

59     The new Southland District Story was successfully launched on Monday, 2 October to the public. All the Council offices and libraries have new signage, and there are new ‘Welcome to Southland District’ signs at district boundaries. 

60     There was good coverage of the launch in all the local newspapers and good feedback on Council’s Facebook page.  The formal launch represents the beginning of the story though, as work continues on standardisation of signage, working with our contractors to tell the story and constantly looking at new ways to partner with our communities in leading the way.

2018-2028 Long Term Plan (LTP)

61     Work on the 2018-2028 LTP is coming together with a lot of work progressed around draft Activity Management Plans (AMPs), budgets and policies which will underpin the LTP document. 

62     During September Council held two workshops to discuss a number of aspects of the LTP including:

•        draft AMPs for several activities including Roading and Footpaths, Resource Management, Environmental Health, Animal Control, Building Control, Customer Support, Library Services and Information Management.  The workshop provided an opportunity for officers to update elected members, on what they were anticipating would be required over the ten years in their activity areas and also, brief them on the key issues and significant costs for the activity.  The feedback from these workshops will be used by officers to finalise the AMPs in October (following local Community Board/ Community Development Area Subcommittee budget meetings and Council’s district budget meeting).  The final draft of the AMPs are expected to be presented to Council for confirmation in November prior to being audited later that month.

•        the approach being taken for the local community budgets with meetings of Community Boards, CDA subcommittees and Water Supply subcommittees scheduled throughout October 2017. The Council discussed some of the key issues impacting on local budgets and rates, in particular the impact of the Land and Water plan for Stormwater as well as the assumptions around inflation and interest rates to be used in the budget preparation process. The Council also discussed a number of local community rating-related issues which impact the way rates are set in the LTP (including rating boundaries, rating mechanisms and the Council’s definition of Separately Used or Inhabited Parts (SUIPs)). The information is being used to help prepare reports for local Community Boards and CDA subcommittees and feed into the review of the Revenue and Financing Policy and the Funding Impact Statement (Rates) for the 2018-28 Long Term Plan.

•        draft report reviewing Council’s open spaces (parks, reserves, playgrounds, picnic/rest areas, playgrounds, playing fields etc) across the District. The review identified a gap between the Vision and Objectives set by the Council’s Open Space Strategy and the current state of these spaces.  At the workshop the Council discussed whether there was a need to take a more strategic approach to managing open spaces but has not decided on the way in which this will be done.  Officers are currently working through the report and assessing what will be done and when. Depending on priorities, some of this work may form part of the LTP Consultation Document along with the overall concept of Council needing to make a significant investment in its open spaces.

•        the approach being taken for the review of the Development and Financial Contributions Policy (which sets out how and when Council proposes to charge/use Development and Financial contributions, what they fund and why). At the workshop officers updated elected members on the key issues to be considered in reviewing the policy ahead of the LTP. Specific areas for review included how to respond to the legislative changes in the RMA which will mean that Council is no longer able to impose Financial Contributions as well as whether the Development Contributions section of the policy should remain in remission. A draft of the Policy is being prepared for consideration at the Council’s October meeting. 

63     At its meetings in the coming months, Council will be asked to consider the options and make decisions regarding the above aspects of the plan.  This will include a further meeting in October, to outline the Council’s draft District budgets and update members on the Revenue and Financing Policy (which sets out the sources and levels of funding for Council’s activities).

64     In addition, during September, a number of LTP-related policies were also adopted by Council following review and consultation. This included the Remission and Postponement of Rates Policy, Investment and Liability Management Policy.

Policy and Bylaw Reviews

65     The revised Fraud, Remission and Postponement of Rates, and Investment and Liability Management Policies were all adopted by Council on the 27th of September.

66     The proposed amendment to the Dog Control Policy and Dog Control Bylaw for the Arboretum in Otautau was withdrawn by Council at the same meeting in September, due to feedback received from the lessee of the Arboretum.

67     The proposed amendment to the Freedom Camping Bylaw for Lumsden has been out for consultation and the hearings have been held. Council will deliberate on the proposal at its meeting on the 18th of October.

Community Governance

68     The Community and Policy Committee considered a report on the Community Governance Project.  During the meeting it was noted that this project began in January 2015, with research and a workshop held with the Council in mid-2015. 

69     The Elected Representative Working Group met recently and received an update on the project plan.  It discussed 12 guiding principles on which the Representation Review will be based.  These are in addition to the requirements in the Local Electoral Act 2001.  The report noted that Council has an appetite for change and there is a need for a structure that is efficient, effective and future focused.

70     The Council is beginning a period of pre-consultation.  An article has appeared in ‘First Edition’.  This has an email address via which anyone can write in and seek information, ask questions or express their views.  The email address is representationreview@southlanddc.govt.nz. The representation review will be the focus of the community conversations taking place throughout the district in November.   The pre-consultation will feed into a report to Council in April with an initial proposal that will go out for consultation.

71     As part of the Representation Review process the Council has reviewed the electoral system and decided to retain the First Past the Post electoral system to be used for the 2019 elections.  It will make a decision on Maori representation on 18 October 2017.          

October Extraordinary Community Governance Meeting Requirements

72     In order to ensure that information from all the Council’s governance entities is captured in a timely manner, for the production of the consultation document for the 2018/2028 Long Term Plan all entities were required to meet in October. 

73     This meant coming up with a solution that would allow all 36 governance entities to meet in October to consider their budgets for the ten years.  This has required a number of groups having parts of their meetings at the same time while still making their own decisions.  This was an extraordinary situation that required a particular set of arrangements.  It does, however, highlight the challenges associated with Council having such a large number of governance bodies.   

Community Leadership Plan

74     Council’s Community Partnership Leaders are about to commence work with phase two of the Community Leadership Plan process.

75     Phase two will see engagement with key stakeholders being undertaken through a series of workshops held in Invercargill, Gore, Te Anau, Wallacetown and Otautau.    These workshops will build on phase one of the community leadership planning and draw out common themes and ideas from key stakeholders.  The dates for these workshops are as follows;

•        Invercargill - Monday, 6 November 2017, 12 - 2pm at the Invercargill Workingmen’s Club

•        Gore - Friday 10 November 2017, 12 - 2pm at the James Cumming Wing

•        Te Anau - Monday 13 November 2017, 12 - 2pm at the Te Anau Club

•        Wallacetown - Friday, 17 November 2017, 12 – 2pm at the Wallacetown Community Centre

•        Otautau – Thursday, 23 November 2017, 12 – 2pm at the Otautau Combined Sports Complex.

76     Stakeholders will include representatives (regional and local) from a variety of sectors such as health, education, recreation, social service, faith based, service groups, emergency services and central government agencies.

77     The phase two workshops will follow a similar direction to the elected members’ workshops with participants being advised of the process we are undertaking and being asked the same series of questions in order to gauge what our stakeholders see as the issues and opportunities for the District as a whole.  

78     Phase three will commence by March 2018 and will see us talking to the wider community about common themes identified during phases one and two.  Phase three involves facilitating an opportunity for community leadership and action with partnering from Council and other key stakeholders in a “fete” style engagement. 

Stewart Island Community Planning Project

79     In August 2017, the Ministry of Business, Innovation and Employment approached Council, to lead a programme of development and consultation around opportunities and planning for the future of Stewart Island.  The catalyst behind this was the recent Bonamia Ostreae parasite that has devastated oyster production on Stewart Island.

80     Cabinet approved funding to deliver this project that will cover the cost of a consultant to develop a community leadership plan that identifies priority project development, and investment planning for future opportunities that might be identified.

81     The purpose of the project is to determine the short, medium and long term community vision and for the future sustainability and growth of Stewart Island Rakiura.  The project will include engagement on the Island through a community working party, workshops, focus groups, and surveys.

82     The engagement will seek, at a minimum, key stakeholder and community views on planning and visions for the economic, social and environmental development of the Island. It will also identify the infrastructure needed to support the achievement of the overall goals. The Community Plan for Stewart Island, will have alignment to the District’s Community Leadership Plans currently underway.

83     Council has engaged independent consultant Sandra James to undertake this work.  Sandra James has recently completed the Stewart Island Wharfing Provision Community Engagement research for Council, and has developed a trusted and respectful relationship with members of the Stewart Island community.  A draft Community Planning report will be completed by November 2017.

Southland District Council / Venture Southland Letter of Expectation Projects

84     As part of the Southland District Council’s Letter of Expectation with Venture Southland, a number of Community Development Priority Projects have been identified for 2017/18. 
The projects identified include:

•        Southland District Local Community Sustainability Strategic Approach; the project will be completed by February 2018.

•        Newcomers Project – this project, in consultation with Venture Southland, has been modified to now reflect a Welcome Ambassador Pilot, and will have peripheral connection with the Welcoming Communities Pilot being initiated throughout Southland Region. 
The Pilot will be trialled in Te Anau, where community workers have expressed interest and the geographical isolation and demographic of high tourism and seasonal workers, alongside a growing domestic and international population base makes the area suitable to investigate further. A Welcome Ambassador project has been successfully undertaken in North Canterbury and this project will utilise some of the resourcing and learnings from that Pilot.  Permission has been received from the Pegasus Town community to trial a similar project here in Southland. This project will be completed by June 2018.

•        Community Organisation and Volunteer Sector Projects – there are two projects following on from the initial project undertaken in 2016/17 that will build on this work.  There will be two pilot projects, one based on geographical area and the other around areas/communities, both of which will look at the potential for shared services opportunities in the volunteer and Non-Government Organisation (NGO) sector. 
Both pilots will be completed by June 2018.

•        Community Facilities Project – this has been completed and was reported on to the Community and Policy Committee 27 September meeting. The next steps are to use this data to help inform communities and incorporate the findings into the asset review work that is being undertaken by Council’s property department.

•        Community Leadership Plans – an update report was submitted to the Community & Policy Committee 27 September to update on this project.  Phase 2 and 3 of this project will be undertaken throughout late 2017 and early-mid 2018, involving key stakeholders and overall community.  The district leadership plans will align with the Stewart Island community leadership plan being fast-tracked with assistance from MBIE funding.

Southland District Local Community Development Sustainability Strategic Approach Project

85     The purpose of this project is to define, develop and deliver on the concept of a district wide approach to community development, and to review at a strategic level, the prioritisation of projects and local and district community organisation support.

86     The project will ultimately confirm a framework for future community development delivery across Southland District, and provide a more holistic approach to local and district wide community development activity.

87     This project will involve a series of workshops between community development staff and the community partnership leader(s), and will be completed by early 2018.

Welcome Ambassador Pilot

88     The purpose of this project is to develop and deliver a pilot in Te Anau that has a focus of intentional welcoming. The intent behind this project is to have Welcome Ambassadors which are community volunteers who intentionally connect people in their communities, and who may also encourage and enable opportunities for people to feel included and able to connect. 
The pilot will be developed and run over the course of the next financial year, and will be close to completion by June 2018. 

89     Welcome Ambassadors have the commitment of intentional welcoming.  In rural, geographically isolated communities there can be hidden isolation, often without a conscious choice to be so.  The notion of moving to an idyllic rural location can be more difficult and challenging in reality than people in our communities may realise.  Being a welcoming community can significantly enhance the experience of residents, ratepayers, and visitors to the area.

90     As a District and Region hoping to attract over 10,000 new people to the Region, it is imperative that we have communities ready and willing to receive and welcome new people into their existing lives.

91     The Welcome Ambassador pilot also recognises that many individuals and organisations are already welcoming, and have skills and behaviours relevant to being welcoming that are utilised on a daily basis.

92     The purpose of this pilot is to enable and facilitate a project that gives these community members the permission to be intentional in the way they welcome people to their communities. 
Their role will be to raise awareness of activities and groups already active in the community, and to establish new and creative ways for people to connect into the community.

93     The pilot will involve a small number of public meetings to gauge interest and support in this project, and the establishment of a steering group to move the pilot forward.

District Facilities Report

94     In November 2016 an assessment of facilities in the Southland District was undertaken to identify those that are available for community use or hire. This assessment sought to inform Council and communities in the Southland District in their planning around community facilities now and into the future.

95     Community use facilities were defined as any facilities that were available for use by members of the community, either free of charge or by hire, on a booking basis.  That included government, faith-based and not-for-profit run facilities as well as commercial facilities.  The project sought to understand the change that have happened in community facility use, what’s happening now and what this means for the future.

96     The aim of the Southland District Community Facilities Assessment was to conduct a comprehensive investigation of all community facilities within the Southland District, including an assessment of current use, future sustainability, and consideration of fit-for-purpose.

97     Information was gathered over two rounds of consultation, using electronic surveys on Survey Monkey with responses from 183 facility managers and 100 facility users.  Interviews with 30 community facility managers and 30 facility users were also conducted.

98     Some Key Findings of Assessment:

•        330 facilities are available for community use or hire across the Southland District (excluding Stewart Island) - including halls, sports centres, schools, churches and commercial facilities. Only three planned facilities were identified, and as these facilities have community use or hire as a secondary use, this does not represent a significant increase to community use capacity District-wide.

•        nearly 70% of facilities available for community use or hire in the District are independent from Council (e.g. not-for-profit or commercial).

•        facilities which have community use as secondary to their core business (eg, pubs, churches etc.) are in the majority and these include some of the most well used facilities in the District. It is likely that these facilities have come to play a larger role in community facility provision as changes in user needs over time favour greater amenity and flexibility, and facilities whose whole purpose is community use (e.g. community halls) have adapted or closed.

•        the largest number of facilities are used by the community between 0-5 hours per week.

•        the most used (in hours of weekly use) facilities tend to have multiple users and provide multi-purpose space; be located in areas of higher population density or central to a wider population catchment; have high fit-for-purpose; and good relationships with facility managers.

•        only 40% of the facilities surveyed were wheelchair accessible and it is significant that this was identified as a stronger priority by users than facility managers.

•        one certainty is that what Southland District residents need from community facilities will continue to evolve. Ongoing efforts to understand these needs is critical to inform future facility provision, and this assessment will contribute to this knowledge.

99     The data that has been gathered for this report will provide information for discussions with communities.  It will also link into the strategic planning work that the Council’s Property Team will be doing.

Open Spaces Report

100   The open space network managed by the Council is characterised by predominately small domains reserves primarily established to meet the needs of local communities. Council administers about 1250 hectares of reserves, including 34 sports fields and 36 playgrounds. The aim of the Open Space Priority Settings project undertaken by Xyst consultants was to provide a strategic approach to the management of the open spaces managed by the Council with the focus on ensuring the needs and expectations of residents and visitors are met.

101   The Council’s Property Department is looking at what it needs to do to implement the Open Space Strategy which Council approved in 2014. The Southland Open Spaces Priority Setting report will be used to inform that work. Its key findings were:

•        while there have been some notable exceptions, facility development within the open spaces managed by the Council has been modest over the last 30 years despite a sustained period of extraordinary tourism growth.

•        funding does not appear to have been sufficiently prioritised into the districts open space compared with other similar districts. It is also evident that there is a clear lack of professional design input into the majority of developments and some facility improvement has the appearance of being ad hoc and incremental.

102   The key challenges facing the Council in the management and development of its open space are:

•        providing appropriate community facilities that are fit for purpose and are relevant for the needs of local communities for the future.

 

•        determining the best approach to freedom camping for Southland. Freedom camping is likely to continue to be a popular way to experience Southland. There is potential to develop many of the Council’s reserves as freedom camping sites however this would come at considerable on-going cost to ratepayers with uncertain economic benefits.

•        funding the development, maintenance and renewal of infrastructure to meet the needs of local communities and visitors

•        a freedom camping strategy is needed otherwise the Council is at risk of developing facilities for freedom camping that cannot be sustained or adequately funded. An appropriate strategy would investigate the economic contribution of freedom camping to townships, costs and benefits and potential funding models including options such as a low cost camping pass.

•        considerable investment in the design and improvement of facilities is required to make Southland’s public spaces attractive.

103   The Council will now need to consider how it will use the information provided in the Southland Open Spaces Priority Setting Report, to meet the Vision and Objectives of its Open Spaces Strategy 2014.  Any decision to improve the level of service will require investment which will need to be signalled in the Long Term Plan.

Venture Southland – Community Development

Tumu Toka Curioscape

104    The South Catlins Charitable Trust is pleased to advise that the build of the natural heritage centre, to be named Tumu Toka Curioscape, is progressing to schedule. The building is now closed in and heavy machinery works have been completed.

105    The Trust have been working with branding agency Swordfox to give the centre a strong visual identity and are close to having a final logo developed. The centre name of ‘Tumu Toka Curioscape’ uses the Maori name for Curio Bay ‘Tumu Toka’ with the word ‘Curioscape’ - a play on the Curio Bay name, the idea of visitors being ‘curious ‘ to learn more, and the importance of the natural land ‘scape’. In the next few weeks Swordfox will also start to develop a new website to promote the centre to visitors.

106    The Gibson Group who are developing the interpretation are currently finalising content and working on the finer details of the exhibition. They have just completed 8 days of filming in order to create the film experience that will be part of the centre and the mobile app that will support visitors exploring the outdoors. In November a team from the Gibson Group will be in Curio Bay for 3 weeks to install the exhibition so it’s ready in time for the planned opening in December 2017.

 

Environmental Services

Resource Management

Proposed District Plan

107   The final appeal on the Proposed District Plan 2012 has been withdrawn.  This appeal was withdrawn approximately five weeks after mediation was held on the remaining appeals. 
The next steps involve seeking Environment Court approval of consent orders, for the resolutions reached during mediation.  If this is forthcoming, a report will seek that the Proposed District Plan be made operative which is likely to occur in late January 2018.

Climate Change

108   A work stream has been established that looks at the likely effects climate change will have on the district’s communities and the organisation’s infrastructure.  This has been established not only to look at sea level rise but, also the wider effects across the district.  A number of meetings have been set up with other organisations, to see if there are any opportunities to collaborate and work together on developing strategies.

 

Edendale State Highway 1 Realignment

109   A recommendation to grant the Edendale State Highway 1 realignment has been made by an Independent Hearings Commissioner.  This recommendation has been accepted by New Zealand Transport Agency and the appeal period has closed with no appeals.  It is anticipated that works on the realignment will commence in the next 12 months.

Resource Management Changes

110   On 18 October, the latest Resource Management Act 1991 amendments will come into effect.  The changes introduce a number of new regulations including, 10 day consent processing for some applications, waivers for minor or temporary breaches in rules and a process to get quick authority to breach side yard setbacks.  A number of new forms and procedures have been established to manage the implantation of these changes.

Animal Control

Dog Attacks

111   The team is doing some work around dog attack information.  Currently all reported dog bites are recorded as “attacks”.  The team proposes to break down this information into a more useful format, e.g. differentiating bites from attacks, identifying whether the victim was a person, dog, etc.  This work will also tie into the new Levels of Service outcome measure, where it is proposed to have a Level of Service of the number of dog attacks on people in a public place – moderate and serious.

Environmental Health

Winton Air Quality

112   Council has completed a survey of Winton residents concerning air quality, at the request of the Community Board.  211 responses were received, giving a margin of error of +/- 6%. 
The survey showed that 73% of the population support action to reduce smoke pollution. 
The following are the most important issues arising from this survey:

 

•        the burning of only dry wood (burner permitting) would have a significant effect on smoke pollution in the town.

 

•        upgrading insulation, or installing new insulation, has the potential to make many homes significantly warmer (and more energy efficient = less smoke).

 

•        there are hot spots that require attention.

113   A further report on this issue was presented to the Board on 9 October 2017.  

Freedom Camping in the Catlins

114   Staff attended a meeting at the Tokanui Tavern concerning freedom camping.  There were various agencies there including Department of Conservation, Clutha District Council, and Venture Southland.  One outcome of the meeting was a discussion about the merits of a new shared freedom camping patrol service; similar to the one in Te Anau. Clutha District Council, Department of Conservation and Southland District Council representatives at the meeting, all agreed that this should be explored further, and a meeting will be held between the three officers in early October.

Building Control

115   The Building Department is enjoying an unexpected high level of activity so far in 2017. 
The value of
consented building work for the year to date remains higher than expected and is reflective of the levels seen prior to 2014.  The Department continues to reduce the number of outstanding building consents.  The distribution of building work throughout the district has established a pattern with Winton, Riverton and Te Anau being the areas of high activity.  Council continues to receive a high number of building consent applications, but with the better use of dashboards, staff are better able to manage peaks and flows. 

 

Earthquake-prone Buildings

116   As required by the 2016 regulations, Building Control staff have drafted new policies to deal with dangerous and insanitary buildings.  Council had a joint Earthquake-prone Buildings, Dangerous and Insanitary Building Policy.  These need to be separated out now, as there is a national Earthquake-prone Buildings Policy.  The new policies have been aligned with the approach taken by Invercargill City Council and Gore District Council.  This approach is in line with our shared services policy- where possible Councils will align our procedures across all four councils. 
The implementation of the Earthquake-Prone Building Regulations is a substantial portion of Council’s Territorial Authority functions for the 2017-2022 years along with the obligations under the
Building (Pools) Amendment Act 2016.  The recent events in Italy and Mexico highlight how important this work is for the safety of our communities.

People and Capability

117   Health and Safety continues to be a focus with work progressing well on the 2016/17 plan.  There are five key focus areas including completing the implementation of the Health and Safety Framework, critical risk, health and safety participation, incident management and measuring and monitoring.

118   Work continues on managing the identified critical risks.  The new risk and management procedure outlines how Council will identify and manage its critical risks, including the development of control plans and assessment against the effectiveness of these controls. 

119   One of the critical risks is driving.  As part of this review a new Motor Vehicle Policy has been adopted for Council staff.  The policy has a strong focus on ensuring that health and safety is a predominant factor, including specification of minimum safety requirements for vehicles and postponing or delaying travel in adverse conditions.  The aim is to encourage people to be bold and to actively think about their own and others safety and wellbeing, so that we deliver safe and effective services to our community and that everyone gets home safe and well.

120   Two new Leaders within the Customer Support Team started at Council in October;
Paula Woods and Jodi Findlay.  Both Paula and Jodi have extensive leadership and customer service experience.

121   Our Group Manager of Services and Assets, Ian Marshall has signalled that he will be retiring at the end of 2018.  To ensure a smooth transition process a succession plan has been developed that will see us begin a recruitment process for the Group Manager Services and Assets role in mid-October. Mr Marshall will remain in the position until a replacement is here to takeover, which is likely to be early in 2018.  He will then move into a role managing specific strategic projects under the Chief Executive’s direction.  This approach will ensure that there is a smooth handover process and give time for the Group Manager to ‘get their feet under the table’

Finance

122    Income for the Browns Community Development Area Subcommittee is on track and within expected levels.

123    Expenditure for the Browns Community Development Area Subcommittee is showing higher than expected in the year to date.  This is due to expenditure in the Hall for the 2016/17 project to repaint and recarpet.  This expenditure did not come out of the 2016/17 budget and has now been carried forward to 17/18. This project of $10,293.00 will be paid in full in this financial year.

124    It is worth noting that the budgets are phased on a monthly basis, and while some budgets appear to be underspent, they can still be on track for maintenance schedules that take place periodically throughout the year.

125    There are no Capital Expenditure projects for the Browns Community Development Area Subcommittee in 2017/18.

 

 

 

 

 

Recommendation

That the Browns Community Development Area Subcommittee:

a)            Receives the report titled “Council Report” dated 17 October 2017.

 

 

Attachments

There are no attachments for this report.  

 


Browns Community Development Area Subcommittee

31 October 2017

 

Financial Report to Browns Community Development Area Subcommittee for the year ended 30 June 2017

Record No:        R/17/8/19290

Author:                 Moira Tinnock, Community Engineer

Approved by:       Anne Robson, Chief Financial Officer

 

  Decision                              Recommendation                         Information

 

  

 

Community financial performance for the year

1       The graph above shows what actually happened, what the original budget was and then how the original budget changed during the year (was reforecast) for each of the Income, Expenditure, and Capital Expenditure categories.

2       The ‘Reforecast’ totals show the effect of unbudgeted expenditure, projects being put on hold, and/or changes to income and operating expenditure over the year.

3       Monthly reports provided by the area engineers include forecasting to the projected year end result.

4       Any significant variances between the ‘Actual’ and ‘Original budget’ totals are explained below. The details are provided in the attached annual report figures.

Significant Variances to the Annual Budget

Income

5       Income was on budget for the year. A donation of $1,000 was made to the hall from Shirley Hudson.

Expenditure

6       Operational expenditure was significantly underspent $18k.

7       The Beautification gardening budget was underspent $1.6k. Plant replacements for main garden plots were funded through the Men in Trees Fund.

8       The hall maintenance project budget of $15k has been deferred to 2017/18.

Capital Expenditure

9       There was no capital expenditure for the year.

Project List

10     Community projects that were budgeted to be undertaken in the 2016/2017 year are in the table below.

Activity

Project Name

Financial Year

AP Budget

Actual cost

Status

Officer’s Comment

Community Centres

Upgrade of Hall

2016/17

$15,000

-

In progress - Tender

To be completed in the 2017/18 year.


 

Financial Considerations

Reserves

11      Interest has been allocated to the reserve accounts. Interest is calculated on the average balance of the reserves for the year at an interest rate of 3.27%. The budgeted interest rate was 4.19%.

 

Browns

Schedule of Reserve Balance

 

 

 

Recommendation

That the Browns Community Development Area Subcommittee:

a)         Receives the report titled “Financial Report to Browns Community Development Area Subcommittee for the year ended 30 June 2017” dated 24 October 2017.

 

Attachments

a             Browns Annual Report figures for the year ended 30 June 2017    

 


Browns Community Development Area Subcommittee

31 October 2017

 


 


Browns Community Development Area Subcommittee

31 October 2017

 

Local Budgets for the Long Term Plan 2018-28

Record No:        R/17/10/23629

Author:                 Moira Tinnock, Community Engineer

Approved by:       Anne Robson, Chief Financial Officer

 

  Decision                              Recommendation                         Information

 

  

Purpose

1        To set local budgets for 2018-2028 and propose rates for the year commencing 1 July 2018.

Executive Summary

This report provides an overview of the local activities and services for Browns for 2018-2028 which are provided under the governance of the Browns Community Development Area (CDA) subcommittee.  The report details the estimated costs of these activities over the 10 years as well as the draft rates.

2        The draft budgets will be incorporated into the Council’s draft Long Term Plan (LTP)
2018-2028 which will be released for consultation in March 2018.  Once the plan is finalised (and subject to any changes resulting from submissions), the budgets shown for 2018/2019 will be used to set rates for the year beginning 1 July 2018 (referred to as LTP year 1).

3        The information in this report and its attachments, has been sourced from previous discussions between the Committee and community partnership leader/community engineer along with Activity Management Plans (AMPs) that officers have prepared.  The AMPs contain more detail about the activities and expenditure requirements.

4        A request from the Hokonui Hall Committee to amalgamate their current boundary with the Browns Hall Rating boundary and only pay the Browns Hall Rate.

 

 

Recommendation

That the Browns Community Development Area Subcommittee:

a)            Receives the report titled “Local Budgets for the Long Term Plan 2018-28” dated 24 October 2017.

b)           Determines that this matter be recognised as not significant in terms of Section 76 of the Local Government Act 2002.

c)            Determines that it has complied with the decision-making provisions of the Local Government Act 2002 to the extent necessary in relation to this decision; and in accordance with Section 79 of the Act determines that it does not require further information, further assessment of options or further analysis of costs and benefits or advantages and disadvantages prior to making a decision on this matter.

d)           Recommends to Council that the following rates and charges (including GST) for the year commencing 1 July 2018 be included in the 2018-2028 Long Term Plan.

Rate

Rate GST inclusive

Browns CDA rate

$5,679

Browns Hall rate

$4,057

e)            Requests Council sets the fees and charges (including GST) for the year commencing 1 July 2018 as follows:

Browns Hall

Fee Description                                                                                                                  Fee (GST Incl)

Rugby Club (season hire)                                                                                                          $650.00

Athletic Society                                                                                                                              $100.00

Private function                                                                                                                             $100.00

Community function                                                                                                                      $50.00

Bond                                                                                                                                                      $250.00

f)             Identifies any issues/priority projects for the local area that need to be included in the 2018-2028 Long Term Plan consultation process to encourage feedback from the local community (to be discussed at the meeting, and advised if any).

g)           Recommends to Council that the Browns Hall Boundary be revised to include the Hokonui Hall Boundary effective from 1 July 2018, and this be consulted on with the community as part of the 2018-2028 Long Term Plan.

 


 

Background

5        The LTP is adopted every three years and provides the community with information on the role, scope, service level and priority of Council activities for 10 years.

6        In preparing the LTP budgets and programmes, Council reviews its strategic direction, various policies and AMPs.  The Council also develops a series of assumptions about the environment that it expects to operate in during the 10 year period.  Council summarises this information in a document for consultation with the community.

7        The LTP Consultation Document is released to the public in March 2018 and the community has an opportunity to provide feedback on the proposed plan.  Council will decide on any changes to the draft plan before it is adopted in June 2018.

8        Year 2 and 3 of the LTP are used as the basis for the Annual Plan’s for those years.

Overview of the Process

9        The separate Strategic Framework paper on the committee agenda outlines some of the significant changes predicted in Southland communities and the Council’s operating environment in the future that will impact on our activities, services and rates affordability in the future.

10      Council has been discussing these changes as part of the development of the 2018 LTP and the implications in terms of affordability and appropriateness of Council services for the community in the future.

11      However, in order to be able to engage in a meaningful way with the community about the issues and options, Council has identified a need to gather better information to inform choices and develop a more strategic approach to responding to these issues across the District.

12      As such, as part of the 2018 LTP, Council is looking to begin developing this information over the next three years to inform these conversations ahead of the 2021 LTP, where specific choices and decisions will need to be made.

13      In the interim, the 2018 LTP is going to be a transitional plan, where budgets and work programmes are generally expected to be similar to previous years except in areas where there is legislative or regulatory compliance requirements, outstanding issues that need to be addressed or where work is needed to progress the Council’s strategic priorities (see diagram below).

14      This is expected to enable Council to start working on the more strategic/fundamental issues facing Southland in the future and get better information and analysis to assist the Council and communities to make informed decisions about how to adapt to these changes as part of the 2021 LTP and beyond.

15      As such each local committee (community board, CDA and water supply subcommittee) should also be aware that while the 2018 LTP has minimal change, there is likely to be a fuller review of activities and services and what is ‘fit for purpose’ and how they are funded over the next three years.  As part of the process, local committees will have an opportunity be involved in this work.

Issues

District Wide

16      There are a number of district-wide issues which Council has been considering as part of the 2018 LTP that local committees should also be aware of.  The key issues that have a link to local budgeting processes are detailed below.

Open Spaces

17      The Council has recently commissioned a report reviewing its open spaces (parks, reserves, playgrounds, picnic/rest areas, playgrounds, playing fields etc) across the District.  The review found that there was a significant amount of work needed if Council is to address the gap between the vision and objectives set by the Council’s Open Space Strategy and the current state of these spaces.  The Council considers that a more strategic approach is necessary to managing open spaces but has not decided on the way in which this will be done.  Officers are currently working through the report and assessing what can be done and when to close this gap.  It is expected that this work, along with recommendations about priority areas and levels of service will be completed during 2018/2019.  This will then enable Council to make decisions about how it would like to progress.  In the meantime it is worth community boards and CDA subcommittees being aware that any changes may affect the types of decisions that are made for the open spaces in their local area and potentially how this may need to be funded.

Freedom Camping

18      Freedom Camping is another area where Council is considering taking a more district-wide strategic approach.  It is developing a freedom camping strategy that will set the direction for future decision making about what is appropriate for Southland and where that may be.  It is expected that Council will be in a position to consult with communities during 2018 about any changes.

Land and Water Plan

19      The implementation of the Water and Land Plan (Plan) by Environment Southland will result in higher costs for the Council, particularly in the wastewater and stormwater activities.  Although what is actually needed to comply with the Plan is not yet known an estimate of the potential change to operational and capital costs has been included in the LTP.  This is a combination of monitoring costs and additional infrastructure needed to improve discharges from these activities.  The water activity may be impacted when additional water is required.

Revenue and Financing Policy

20      As part of the review of the Revenue and Financing Policy, Council is considering the most appropriate way to rate for library services across the district (along with a number of other changes to rates which are set at the district-level).  Under the current policy the rates for the library activity are collected from a combination of some local communities and the district at large.  The Council is considering whether the activity should only be funded from the district at large, given the greater proportion of residents now accessing library services online.  If this occurs then some local rates will be reduced and the costs will be included in the District General rate.  The draft policy including this information will be consulted on and the public will have opportunity to provide feedback.

Community Leadership Plans

21      Our communities will be finishing the Community Leadership Planning process with their community partnership leaders over the plan period.  While this process looks a lot wider than simply the Council’s activities and services, there may be initiatives or programmes that come out that fit within the local committee’s areas of responsibility.  Council is encouraging local committees to deal with these as they arise through the annual budgeting process (via the Annual Plan) or via the unbudgeted expenditure process rather than putting aside funding in the 2018 LTP budgets for any “possibilities”.

Local Community Issues

22      Key issues that the committee need to be aware of for the Browns community over the next 10 years are:

 

·    A draft stormwater consent has been received from Environment Southland, with Browns being considered a low risk site.  There will be annual visual inspections of the discharge and water testing every 5 years.  With the draft consent monitoring levels have not been changed in the LTP.

·    Hokonui Hall Committee wrote to Council in April and requested that the Hokonui Hall rate be stopped and that there existing boundary be merged with the Browns Hall boundary and they pay the Browns Hall rate. The proposed boundary is shown in Attachment A (part E). Below is a table showing the current Browns and Hokonui Hall rates and the proposed outcome if amalgamated, based on 2017/2018 numbers.

 

17/18 Rate (GST Exclusive)

Units

Estimated* Total Collected (GST Exclusive

Browns Hall Rate

$27.35

129

$3,528

Hokonui Hall Rate

$57.88

54

$3,125

Revised Browns Hall Boundary Rate

$19.28

183

$3,528

*Subject to change as a result of changes in the rating information database

Local Budget Development

23      The draft budgets for the Browns community for 2018-2028 have been prepared.  Figures for these budgets have flowed out of the review of AMPs as well as discussions between local committees and community partnership leaders/community engineers over the past few months.

24      The aim of this has been to ensure that all projects and changes to expenditure have been discussed prior to the budget meetings so that the meetings are focussed primarily on the rates recommendation.  This approach has been taken because the LTP is audited and officers need budgets to be finalised earlier to enable to the audit to occur.

25      While we are aiming to have few changes at budgets meetings, we realise that some committees may want to carry our further investigations before finalising their programme.  If this is the case, we would encourage committees to keep their changes to a minimum if possible and consider whether these can be processed through the annual budget/project review (via the Annual Plan) or through the unbudgeted expenditure process.

26      The objective of this budget report is to highlight issues, confirm priorities and plan expenditure and funding for the next 10 years for the CDA’s consideration as part of the Council’s LTP.

27      If approved by Council via the LTP, the CDA will be able to spend the Council funds allocated in accordance with the budgeted expenditure.  This occurs via Council officers approving purchase orders.  If the CDA wishes to spend funds that are unbudgeted, including monies from reserves, the CDA has a delegation to approve up to $10,000 otherwise the decision will need Council approval. 

28      In preparation for the 2018-2028 LTP, Council officers are reviewing and updating Council’s various AMPs.

29      Included in Attachment A (Section C) of this report is a summary of all planned projects for the Browns community for the next 10 years as extracted from the draft AMPs.  Copies of the full draft AMPs can be obtained by contacting the relevant Council officer who manages the asset portfolio.  Summaries of Council’s AMPs will also be available online throughout the duration of the LTP consultation period.

 

30      Attachment A is organised into four main sections as follows:

(A)    Overview

This section includes details of the proposed rates for the Browns community (compared to the previous year).  The section also includes an overview of reserves and loans.

(B)    Rate Type Financial Information and Activity Summary

          This section is organised by rate type and is broken into four subparts:

i.     This part contains a graph showing income and expenditure projected over the 10 years.

ii.    This part contains a summary of the financial budgets.  It shows the expenditure and income projected over the 10 years, the amount of rates required and the rate calculation summary.

iii.   This part shows the business unit costs making up income and expenditure for the rate type.  This financial information reconciles with the rate type financial summary mentioned above (ii).

iv.   This part contains a schedule of fees and charges showing the current fee and charge (2017/2018) with a column for the committee to consider charges to be set for 2018/2019.

(C)    Planned Projects

This section includes a list of the maintenance and capital projects planned for the Browns community for the next 10 years.

Where applicable, this includes the water and wastewater programme for the community for the 10 years.  The water and wastewater programme is determined and rated at Council level, but has been included for the local committee’s information.

More detailed reports, outlining options for specific projects will be submitted to the subcommittee closer to the implementation dates as is appropriate.

(D)   Appendices

The appendices contains detailed reports in support of information in the body of the report as follows:

(i)        Reserves Report - this shows the balance of every reserve the community has for each of the 10 years.

(ii)       Loan Report - this shows the balance of every internal and external loan the community has for each of the 10 years.

Factors to Consider

Legal and Statutory Requirements

31      The draft budgets (including details of projects) will form part of the activity statements and financials in the Council’s LTP 2018-2028.  The LTP (and associated Consultation Document) is a requirement of the Local Government Act 2002. 

32      There is a statutory requirement to adopt an LTP before rates can be set in accordance with the provisions of the Local Government (Rating) Act 2002.

Community Views

33      Any significant issues affecting local communities may be included in the official consultation document which will be publicly available from early March to mid April 2018.  The consultation document will be posted out to each household throughout the District.

34      The broader local budgets for all the communities will be summarised in the financial projections which will be available as background information to the public consultation.

35      Local committees are also asked to advise officers of any local issues/projects that they would like to be highlighted in the consultation material where they are wanting to encourage feedback from the local community or let the community know of any significant projects.

36      Any submissions received from the public on local issues will be forwarded to the relevant community partnership leader (and Chairperson and subcommittee if required) for comment.  As a result of the submission process, amendments may be made prior to Council formally adopting the finalised LTP by 30 June 2018.

Costs and Funding

37      The financial considerations are set out in Attachment A of this report.  Key financial aspects to be aware of include:

Stormwater Monitoring Costs

38      Stormwater budgets have been increased from 2019/2020 to reflect expected monitoring costs following discussions with Environment Southland on draft resource consent conditions.  The implementation of the Water and Land Plan is expected to increase these costs.

Assumptions

39      In preparing the 10 year forecasts, the Council has used a number of assumptions as follows:

·    Estimates are built from the levels of service desired by the community.

·    Estimates have been included for expected costs in relation to the Water and Land Plan.

·    Interest has not yet been included in the projected reserve balances for the 10 years of the plan.  Once the budgets have been finalised, interest will be calculated and transferred directly to the relevant reserves (later in 2017).

·    The estimates include an allowance for price level changes (inflation) which is a financial reporting requirement.  For the plan inflation has been assumed at between 2-2.8% per annum.

·    Interest on borrowings has been charged at 4.65% per annum.

·    No allowance has been made in the estimates for any possible increases in contract rates for contracts being re-tendered.

·    Reserves used to fund project/capital work where possible rather than internal loans.

·    Where loan funding is required for key community projects, it is assumed that these loans will be obtained internally in the first instance.

Policy Implications

40      The report is a summary of plans prepared in respect to all of the services the CDA intends to provide in the Browns community during the 10 year period from 1 July 2018 to 30 June 2028.  The information including the estimates will be incorporated in the draft 2018 LTP Consultation Document and final LTP 2018-2028.

Analysis

Options Considered

41      The community partnership leader has discussed with the subcommittee the projects to be included in the LTP and the remaining budgets have been reviewed and updated by the community engineer.

Analysis of Options

Option 1 – Accept the estimates as proposed in this report

Advantages

Disadvantages

·        Enables the LTP to be complied and audited with the set timeframe

·        Rates recommendation to Council is finalised.

·        Budgets and project estimates can be updated or reviewed annually as part of the Annual Plan budgeting process (or approved via unbudgeted expenditure process).

·        None identified

Option 2 – Amend the estimates proposed in the report

Advantages

Disadvantages

·        Changes can be made to the LTP budgets.

·        Rates requirement may need to be recalculated.

·        May impact the delivery of the LTP within the set timeframe.

Assessment of Significance

42      The decision to be made by CDA is not likely to be a significant decision on its own under the Council’s Significance and Engagement Policy.  However, the LTP (into which the committee’s budgets are incorporated) is considered significant and will be consulted on in March/April 2018.

Recommended Option

43      Option 1 Accept the estimated reports as proposed in this report.

 

 

Next Steps

44      The draft 10 year budgets and rating information for 2018-28 for the Browns CDA subcommittee will be included in the draft LTP financial information for confirmation by Council in February 2018 and consultation through March-April 2018.

 

Attachments

a             Browns Estimates and Local Activity Plan Information for the Draft Long Term Plan (LTP) 2018-2028 (Attachment A)    

 


Browns Community Development Area Subcommittee

31 October 2017

 


 


Browns Community Development Area Subcommittee

31 October 2017

 



Browns Community Development Area Subcommittee

31 October 2017

 


Browns Community Development Area Subcommittee

31 October 2017

 



Browns Community Development Area Subcommittee

31 October 2017

 


Browns Community Development Area Subcommittee

31 October 2017

 



  

     



[1] Guidance for members of local authorities about the law on conflicts of interest, Office of the Controller and Auditor-General, October 2010.