Notice is hereby given that a Meeting of the Riverton Harbour Subcommittee will be held on:

 

Date:                            

Time:

Meeting Room:

Venue:

 

Monday, 16 October 2017

4.30pm

Southland District Council Riverton Office

117 Palmerston Street Riverton

 

Riverton Harbour Subcommittee

Agenda

OPEN

 

MEMBERSHIP

 

Chairperson

Nick White

Riverton Harbour Berth Owner

Members

Hayley Nelson

Riverton Harbour Berth Owner

 

Blair Stewart

Riverton/Aparima Community Board

 

Graeme Stuart

Riverton/Aparima Community Board

 

Muriel Johnstone

Oraka Aparima Runaka

Councillor

Nick Perham

 

 

IN ATTENDANCE

 

Committee Advisor

Alyson Hamilton

 

Community Engineer

Greg Erskine

 

Environment Southland

Lyndon Cleaver

 

Environment Southland

Ian Coard

 

 

 

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 for Riverton Harbour Committee

 

This committee is a subcommittee of Southland District Council and is responsible for:

·                     The management and control of all Riverton harbour assets

·                     The control and management of all Riverton harbour endowment lands

·                     Parking and traffic management on harbour endowment land

·                     Control of the berthing of vessels

·                     Management of activities in the harbour, including health and safety

·                     Preparing an annual budget, including ensuring any income from assets and activities are spent on the harbour and endowment lands, and on purposes that benefit the Riverton community

·                     Appointing a harbourmaster

·                     Recommending legal action in cases of breaches of the bylaw

 


Riverton Harbour Subcommittee

16 October 2017

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                3

2             Leave of absence                                                                                                                                                4

3             Conflict of Interest                                                                                                                                             4

4             Public Forum                                                                                                                                                         4

5             Extraordinary/Urgent Items                                                                                                                        4

6             Confirmation of Minutes                                                                                                                               4

Reports

7.1         Financial Report to Riverton Harbour Subcommittee for the year ended 30 June 2017                                                                                                                                                                                    11

7.2         Strategic Framework 2018 - 2028 Long Term Plan                                                                       15

7.3         Local Budgets for the Long Term Plan 2018-28                                                                             23   

Public Excluded

Procedural motion to exclude the public                                                                                                         37

C8.1      Riverton Harbour Update                                                                                                                           37  

UPDATES

9.1         Chairperson’s Report

 

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

 


 

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 Riverton Harbour Subcommittee, 24 July 2017


 


sdclogo

 

 

Riverton Harbour Subcommittee

 

OPEN MINUTES

 

 

Minutes of a meeting of Riverton Harbour Subcommittee held in the SDC Office, Riverton on Monday, 24 July 2017 at 5.00pm.

 

present

 

Members (Acting Chair)

Blair Stewart

Riverton/Aparima Community Board

 

Graeme Stuart

Riverton/Aparima Community Board

 

Hayley Nelson

Riverton Harbour Berth Owner

 

Muriel Johnstone

Oraka Aparima Runaka

Councillor

Nick Perham

 

 

IN ATTENDANCE

 

Environment Southland

Lyndon Cleaver

 

Environment Southland

Ian Coard

 

Committee Advisor

Alyson Hamilton

 

Community Engineer

Greg Erskine

 

Property Asset Management Officer

Colin Pemberton

 

 


1          Apologies

 

Moved Member Johnstone, seconded Cr Perham and resolved:

That the Riverton Harbour Subcommittee accept the apology for non-attendance by Member White.

 

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

 

Resolution

Moved Member Stuart, seconded Member Stewart  and resolved:

That the minutes of Riverton Harbour Subcommittee meeting held on 20 March 2017 be confirmed as a true and correct record.

 

Reports for Resolution

 

7.1

Riverton Harbour - Living on Boats

Record No:         R/17/7/15692

 

Colin Pemberton (Property Asset Management Officer) presented the report.

Mr Pemberton advised the purpose of the report is to seek the subcommittee’s consideration for putting in place rules for people staying/living on board vessels berthed at wharves in Riverton Harbour.

 

Mr Pemberton advised at the previous meeting of the subcommittee members considered the report regarding Living on Boats however declined to make a decision pending further information being sought by staff in regards to the ruling and policing at other harbour/ports of boat owners living on vessels.

 

Mr Pemberton explained this issue was raised by Environment Southland following reports of people living on board vessels berthed at Riverton Harbour wharves and requested Council investigate this and put in place some rules around if and when such an activity is allowed.

 

 

 

Mr Pemberton advised that inquiries relating to terms and conditions at various marinas around New Zealand has indicated that no staying overnight or living on board shall be permitted at the berth at any time.

 

The subcommittee noted Council has indicated that 5 nights might be an acceptable length of time. This would cover occasions when fishing boats returned to port to unload and heading out again within a couple of days. Likewise a similar situation could apply to a charter vessel.

1           

Mr Pemberton confirmed Environment Southland has accepted a maximum of 5 nights for any one stay.

2           

Mr Pemberton advised if vessel owners suggest there is a need for a greater length of stay, the response should be that Riverton has suitable accommodation options and opportunities available.

3           

Mr Pemberton advised Environment Southland has indicated that Council may well be in breach of its consent, if people are in fact living on vessels.

 

Member Nelson suggested an option of a letter being forwarded to the wharf owner placing the responsibility on the berth owner to ensure that boats moored at their berths do not have owners living on board.  Mr Pemberton responded the clause will be included in all new licences issued and all licence owners will be advised accordingly.

 

Following discussion the subcommittee agreed that persons be allowed to stay on vessels berthed at wharves in Riverton Harbour for a maximum of 5 nights only, where the vessel has adequate and separate grey water and sewage holding tanks, and that a suitably worded clause be included in all new licenses issued and that existing licence holders be advised that this decision will be applied to their licences.

 

 

 

Resolution

Moved Member Stewart, seconded Cr Perham  and resolved:

That the Riverton Harbour Subcommittee:

a)         Receives the report titled “Riverton Harbour - Living on Boats” dated 17 July 2017.

b)         Determines that this matter or decision 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)         Agrees that it is not appropriate to have people living on vessels without adequate holding tanks for both grey water and sewage.

 

e)         Agrees for persons being allowed to stay on vessels berthed at wharves in Riverton Harbour for a maximum of 5 nights only, where the vessel has adequate and separate grey water and sewage holding tanks.

f)          Agrees that a suitably worded clause be included in all new licenses issued and existing licence holders be advised that this decision will be applied to their licences.

 

Reports

 

8.1

Riverton Causeway Ownership

Record No:         R/17/7/15565

 

Community Engineer, Greg Erskine, presented the report

 

Mr Erskine advised that when the resource consent was issued for the removal of the railway bridge over the Aparima River estuary some years ago there were conditions imposed. 

 

Mr Erskine explained one of the conditions was that the eastern causeway be retained and ownership transferred to Council through the Riverton Harbour Subcommittee.

 

Mr Erskine added this condition also required that the causeway be bought up to a standard acceptable to Council prior to the ownership being transferred.

Members noted the delay in the transfer to date has been due to the work not being undertaken to an acceptable standard.

 

Mr Erskine advised the subcommittee at its meeting in August 2016, considered that if the repair work as set in the report dated December 2014 prepared by David Hamilton and Associates was undertaken, this should then bring the causeway up to a standard suitable for the ownership to transfer to Council.  All costs to undertake this work to the required standard should be that of Land Information New Zealand (LINZ).

 

Mr Erskine advised the specified works were completed in June 2017, as well as some subsequent minor works and was subsequently inspected by the Community Engineer, LINZ staff members, three members of the Riverton Harbour Subcommittee and Council’s Strategic Property Manager, Kevin McNaught on 1 June 2017.

 

It was agreed the repair work has been completed to a satisfactory and enduring standard and it was further agreed to accept the transfer of ownership of the causeway and that Southland District Council will accept ongoing responsibility for the upkeep of the causeway.

 

 

Resolution

Moved Member Stuart, seconded Member Stewart  and resolved:

That the Riverton Harbour Subcommittee:

a)         Receives the report titled “Riverton Causeway Ownership” dated 17 July 2017.

 

b)         Agrees to accept transfer of ownership of the causeway since the repair work has been completed to a satisfactory and enduring standard and that Southland District Council will accept ongoing responsibility for the upkeep of the causeway.

 


8.2

Report to Riverton Harbour Subcommittee for the period ended 30 June 2017

Record No:         R/17/7/15576

 

Greg Erskine (Community Engineer) presented the report.

 

Mr Erskine reported work is continuing on two projects. These being;

 

§  Removal of railway irons; ongoing communications with Environment Southland in regards to obtaining a resource consent with the view of changing the status of the consent from non-notified to notified and to liaise with the Oraka Aparima Runaka.

 

§  Road into T-wharf has had some erosion issues and repair work is to be undertaken.

 

Mr Erskine explained the over expenditure in the general projects budget relates to resource consents costs and the EMTECH engineering report costings.

 

Discussion on the tender of Berth L35 due to the condition of the berth

 

 

Resolution

Moved Cr Perham, seconded Member Johnstone  and resolved:

That the Riverton Harbour Subcommittee:

a)         Receives the report titled “Report to Riverton Harbour Subcommittee for the period ended 30 June 2017” dated 19 July 2017.

 

9.1

Chairperson's Report

 

§  Member Stewart expressed appreciation to Member Nelson for assisting with removal of fence surrounding beacon at Taramea (Howells Point).

 

§  Member Stuart raised the issue of craypots/codpots having placed at the T-wharf blocking access to the crane and partially blocking the accessway.

It was agreed the Community Engineer contact the owner to arrange removal of same.

§  Member Nelson suggested an approach be made to Maritime New Zealand at the possibility of obtaining oil spill equipment at no cost to the subcommittee such equipment to be placed at the wharf with berth owners being advised of its location.

It was agreed Mr Cleaver investigate this option and report back to the subcommittee.

§  Discussion was held on a boat being illegally moored at Berth L35 and that a letter be forwarded to the boat owner Mr Tony Thomson requesting its removal.

 

§  Member Stewart raised the issue of the usage of electricity at the long wharf advising currently the subcommittee is funding the power usage for not only the lighting but also the berth owners and felt that it should be user pays.

 

Member Stewart commented that currently there is one boat moored at the Riverton Wharf where the owner is living on board, connected to the power on the long wharf and no payment being received.

 

 

Mr Pemberton explained power is required for lighting of the long wharf, and suggested an option that if berth owners require power they make an approach to an approved electrician for individual connections and pay costs accordingly.

 

It was agreed that staff investigate power options and costings for the long wharf and that a report be presented to the next meeting of the subcommittee.

 

 

Resolution

Moved Cr Perham, seconded Member Stewart  and resolved:

That the Riverton Harbour Subcommittee:

a)         Requests that staff investigate power options and costings for the long wharf and that a report on this issue be presented to the next meeting of the subcommittee.

 

 

The meeting concluded at 6.10pm                CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Riverton Harbour Subcommittee HELD ON MONDAY 24 JULY 2017.

 

 

 

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

 

 

 

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

 

 

 

 

 

 

 

 

 

 

 

 

 

 

                                                                                        

 


Riverton Harbour Subcommittee

16 October 2017

 

 

Financial Report to Riverton Harbour Subcommittee for the year ended 30 June 2017

Record No:        R/17/9/21018

Author:                 Greg Erskine, Community Engineer

Approved by:       Anne Robson, Chief Financial Officer

 

  Decision                              Recommendation                         Information

 

  

 

1       These financial results are subject to review by Audit NZ in September, and therefore may change.

Community financial performance for the year

2       The graph above shows what actually happened (Actuals), what the original budget was (Original annual budget) and then what was expected to occur by year end (Reforecast annual budget) for each of the Income, Expenditure, and Capital Expenditure categories.

3       The ‘Reforecast’ totals show the effect of unbudgeted expenditure, projects that have been put on hold or are to be completed in 2017/2018 and/or expected changes to income and operating expenditure over the year.

4       Monthly reports provided to you by the community engineers compared the actual YTD against reforecast YTD totals.

5       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

6       Income was slightly less than budget due to interest on reserves being lower than budgeted.

Expenditure

7       General project expenditure includes structure consent fees to Environment Southland of $6,000, rail removal costs of $2,700, sycamore cutting of $2,400 and repairs to the boat ramp of $1,500.

Capital Expenditure

8       There was no capital expenditure during the year under review.

Financial Considerations

Reserves

9        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%.

 

Riverton/Aparima

Schedule of Reserve Balance

 

 

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 Facilities

SDC wharves upgrade

2016/17

$20,000

-

In progress - Investigation

Delays due to timber supply

 

 

Recommendation

That the Riverton Harbour Subcommittee:

a)         Receives the report titled “Financial Report to Riverton Harbour Subcommittee for the year ended 30 June 2017” dated 9 October 2017.

 

Attachments

a             Riverton Harbour Annual Report figures for the year ended 30 June 2017    

 


Riverton Harbour Subcommittee

16 October 2017

 

PDF Creator


Riverton Harbour Subcommittee

16 October 2017

 

 

Strategic Framework 2018 - 2028 Long Term Plan

Record No:        R/17/9/23118

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 Riverton Harbour 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 Riverton Harbour Subcommittee:

a)         Receives the report titled “Strategic Framework 2018 - 2028 Long Term Plan” dated 9 October 2017.

 

 

Attachments

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

 


Riverton Harbour Subcommittee

16 October 2017

 



Riverton Harbour Subcommittee

16 October 2017

 

Local Budgets for the Long Term Plan 2018-28

Record No:        R/17/10/23576

Author:                 Kevin McNaught, Strategic Manager Property

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

2        This report provides an overview of the local activities and services for Riverton Harbour for 2018-2028 which are provided under the governance of the Riverton Harbour subcommittee.  The report details the estimated costs of these activities over the 10 years as well as the draft rates.

3        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).

4        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 staff have prepared.  The AMPs contain more detail about the activities and expenditure requirements.

 

 

Recommendation

That the Riverton Harbour Subcommittee:

a)            Receives the report titled “Local Budgets for the Long Term Plan 2018-28” dated 9 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)           Requests Council sets the fees and charges (including GST) for the year commencing 1 July 2018 as follows:

Fee Description

Fee Amount (GST Incl)

Wharf Licence Fee (per metre)

$14.96

Transfer Fee

$154.34

 

e)            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).

 

 


 

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 Activity Management Plans (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 Subcommittee and Water Supply committee) 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

Local Budget Development

16      The draft budgets for Riverton Harbour for 2018-2028 have been prepared.  Figures for these budgets have flowed out of the review of Activity Management Plans as well as discussions between local committees and community partnership leaders/community engineers over the past few months.

17      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.

18      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.

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

20      If approved by Council via the LTP, the subcommittee will be able to spend the Council funds allocated in accordance with the budgeted expenditure.  This occurs via Council officers approving purchase orders.  The delegation that officers who work with the Riverton Harbour subcommittee have to spend on budgeted expenditure ranges from $20,000 (Community Engineer) to $200,000 (Strategic Manager Property).  If the subcommittee wishes to spend funds that are unbudgeted, including monies from reserves, then the decision will need Council approval.

21      In preparation for the 2018-2028 LTP, Council staff are reviewing and updating Council’s various Asset/Activity Management Plans (AMPs).

22      Included in Attachment A (Section C) of this report is a summary of all planned projects for Riverton Harbour 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 Long Term Plan consultation period.

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

(A)    Overview

This section includes details of the proposed fees for Riverton Harbour (compared to the previous year) for the committee to consider.  The section also includes an overview of reserves and loans.

(B)    Financial Information and Activity Summary

This section contains a summary of the financial budgets.  It shows the expenditure and income projected over the 10 years. This section also includes the draft fees and charges (reflected in section A).

(C)    Planned Projects

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

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 the reserve for each of the 10 years.

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


 

Factors to Consider

Legal and Statutory Requirements

24      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.

25      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

26      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.

27      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.

28      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.

29      Any submissions received from the public on local issues will be forwarded to the relevant officer (and Chairperson and board/committee 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

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

Assumptions

31      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 projects, it is assumed that these loans will be obtained internally in the first instance.

Policy Implications

32      The report is a summary of plans prepared in respect to all of the services the Riverton Harbour subcommittee intends to provide 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

33      Officers have developed the projects to be included in the Long Term Plan and may have already discussed these with the subcommittee.

Analysis of Options

Option 1 – Accept the estimates as proposed in this report

Advantages

Disadvantages

·        Enables the Long Term Plan 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 Long Term Plan budgets.

·        Rates requirement may need to be recalculated.

·        May impact the delivery of the Long Term Plan within the set timeframe.

Assessment of Significance

34      The decision to be made by the Community Development Area subcommittee is not likely to be a significant decision on its own under the Council’s significance and Engagement Policy.  However, the Long Term Plan (into which the committee’s budgets are incorporated) is considered significant and will be consulted on in March/April 2018.

Recommended Option

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

Next Steps

36      The draft 10 year budgets and rating information for 2018-28 for the Riverton Harbour 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             Riverton Harbour Subcommittee Estimates and Local Activity Plan Information for the Draft Long Term Plan (LTP) 2018-2028 (Attachment A)    

 


Riverton Harbour Subcommittee

16 October 2017

 


Riverton Harbour Subcommittee

16 October 2017

 



Riverton Harbour Subcommittee

16 October 2017

 


Riverton Harbour Subcommittee

16 October 2017

 

  

 


Riverton Harbour Subcommittee

16 October 2017

 

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

 

Recommendation

 

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

C8.1   Riverton Harbour Update

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

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

Riverton Harbour Update

s7(2)(a) - The withholding of the information is necessary to protect the privacy of natural persons, including that of a deceased person.

 

That the public conduct of the whole or the relevant part of the proceedings of the meeting would be likely to result in the disclosure of information for which good reason for withholding exists.