Notice is hereby given that a Meeting of the Community and Policy Committee will be held on:

 

Date:                            

Time:

Meeting Room:

Venue:

 

Thursday, 8 February 2018

1pm

Council Chambers
15 Forth Street, Invercargill

Community and Policy Committee Agenda

OPEN

 

 

MEMBERSHIP

 

Chairperson

Julie Keast

 

 

Mayor Gary Tong

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Paul Duffy

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Ebel Kremer

 

 

Gavin Macpherson

 

 

Neil Paterson

 

 

Nick Perham

 

 

IN ATTENDANCE

 

Group Manager - Community and Futures

Rex Capil

 

Committee Advisor

Alyson Hamilton

 

 

 

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

 

 

 


Community and Policy Committee

08 February 2018

 

Terms of Reference – Community and Policy Committee

 

The Community and Policy Committee is responsible for:

·                 Assessing and providing advice to Council on:

-      Key strategic issues affecting the District and Council;

-      Community development issues affecting the District and Council;

-      The service needs of the District’s communities and how these needs might best be met;

-      Resource allocation and prioritisation processes and decisions.

·                 Developing and recommending strategies, plans and policies to the Council that advance the Council’s vision and goals, and comply with the purpose of the Local Government Act.

·                 Monitoring the implementation and effectiveness of strategies, plans and policies.

·                 Developing and approving submissions to government, local authorities and other organisations.

·                 Advocating Council’s position on particular policy issues to other organisations, as appropriate.

·                 Considering recommendations from Council’s Subcommittees and make decisions where it has authority from Council to do so, or recommendations to Council where a Council decision is required.

 

The Community and Policy Committee is also responsible for community partnerships and engagement.  This includes:

·                 Monitoring the progress, implementation and effectiveness work undertaken by Venture Southland in line with the Venture Southland Heads of Agreement and specific Service Level Agreement between Southland District Council and Venture Southland.

·                 Allocations of grants, loans, scholarships and bursaries in accordance with Southland District Council policy. 

·                 International relations. 

·                 Developing and overseeing the implementation of Council’s community engagement and consultation policies and processes. 

 

The Community and Policy Committee shall have the following delegated powers and be accountable to Council for the exercising of these powers:

 

(a)            Approving all submissions made by Southland District Council to other councils, central government and other bodies.

 

(b)           To approve scholarships, bursaries, grants and loans within Council policy and annual budgets. 

 

(c)            Monitor the performance of Venture Southland in the delivery against its Business Plan and Council’s letter of expectation. 

 

The Community and Policy Committee has authority to consider and make recommendations to Council regarding strategies, policies and plans.


 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1          Apologies                                                                                                                        5

2          Leave of absence                                                                                                           5

3          Conflict of Interest                                                                                                         5

4          Public Forum                                                                                                                  5

5          Extraordinary/Urgent Items                                                                                          5

6          Confirmation of Minutes                                                                                               5

Reports for Resolution

7.1         Priorities for Tourism Infrastructure Applications                                                                     15

Reports

8.1         Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017                                                                                                                                                  17

8.2         Milford Opportunities Project Update                                                                                             111

8.3         Community Governance Project Update and Summary from Community Conversations                                                                                                                                                                                  137

8.4         Community Leadership Plan update                                                                                                143

8.5         SDC-VS Community Development Workshop Update                                                            173

8.6         Welcome Ambassador Project - Update                                                                                          175

8.7         Community Organisation and Volunteer Sector Shared Services Pilots - Geographical and Interest Based Projects                                                                                                                    177

8.8         Southern Field Days at Waimumu                                                                                                       187

8.9         Minutes of the Ohai Railway Fund Subcommittee Meeting dated 26 May 2017     189   

Public Excluded

Procedural motion to exclude the public                                                                            205

C9.1      Stewart Island Community Planning Project - Update                                                           205  


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

 

Committee 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 Community and Policy Committee, 15 November 2017

 


 

Community and Policy Committee

 

OPEN MINUTES

 

 

Minutes of a meeting of Community and Policy Committee held in the Council Chambers, 15 Forth Street, Invercargill on Wednesday, 15 November 2017 at 11am.

 

present

 

Chairperson

Julie Keast

 

 

Mayor Gary Tong

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Paul Duffy

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Ebel Kremer

 

 

Gavin Macpherson

 

 

Neil Paterson

 

 

IN ATTENDANCE

 

Group Manager, Community and Futures (Rex Capil), Group Manager, Environmental Services (Bruce Halligan), Group Manager, Services and Assets (Ian Marshall), Manager, Governance and Democracy (Clare Sullivan), Communications Manager (Louise Pagan) and Committee Advisor (Alyson Hamilton).

 

 

 


1             Apologies

 

Resolution

Moved Cr Kremer, seconded Cr Macpherson  and resolved:

That the Community and Policy Committee accept the apology for non-attendance from Councillor Perham.

 

2             Leave of absence

 

There were no requests for leave of absence.

 

3             Conflict of Interest

 

Cr Duffy declared an interest on item 7.1 - Community Initiatives Fund Financial Report and Application Summary, in relation to  the South Catlins Charitable Trust and Tois Tois Lions Club funding applications.

 

4             Public Forum

 

Neil Affleck - Secretary/Treasurer of Southland Indoor Leisure Centre Charitable Trust

 

Mr Affleck provided an update on Stadium Southland operational matters including current funding activities and explained the ongoing level of funding required for the stadium.

 

5             Extraordinary/Urgent Items

 

There were no Extraordinary/Urgent items.

 

6             Confirmation of Minutes

 

Resolution

Moved Cr Ford, seconded Cr Duffy  and resolved:

That the Community and Policy Committee confirms the minutes of the meeting held on 27 September 2017 as a true and correct record of that meeting.

 

Reports for Resolution

 

7.1

Community Initiatives Fund Financial Report and Application Summary

Record No: R/17/10/25845

 

Bronwyn Affleck, Venture Southland, `Administration Manager, presented the report.

 

Mrs Affleck advised the purpose of the Southland District Council Community Initiatives Fund is available for the development of community facilities and amenities.

 

The Committee noted $80,081 is available for general distribution.

 

Mrs Affleck proceeded to provide a list of applicants and proposed funding recommendations for consideration by the Committee.

 

Cr Duffy declared an interest and took no part in discussions or voting in regards the funding applications relating to South Catlins Charitable Trust and Toi Tois Lions Club

 

 

Resolution

Moved Cr Harpur, seconded Cr Ford  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Community Initiatives Fund Financial Report and Application Summary” dated 2 November 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)           Approves the allocation of funds for the Community Initiatives Fund as per the schedule including amendments made indicated by a (strikethrough);

 

Alex McKenzie Memorial Arboretum   

$1,000

Aparima Taekwondo Club Inc

$300

Athol Sports and Recreation Group Inc

$2,000

Balfour Community Baths Fund

$3,000

Balfour Gun Club Inc

$2,000

$4,000

Nightcaps Community Development Area Subcommittee

$600

Brydone Community Centre

$1,000

Central Southland Pony Club

$1,500

Dipton Golf Club Inc

$485

Fiordland Area Committee St John

$1,750

Fiordland Racquets Club

$5,000

Friends of Lumsden School

$2,000

Garston CDA

$2,000

Gore High School

Nil

Heritage South Trust

$700

Jelly Beans Playgroup

$720

Nightcaps Playgroup

$5,000

Northern Southland Community Resource Centre Charitable Trust

$2,000

Northern Southland Regional Dancing Society

$330

Otautau Flowers, Quilts and Crafts Day

$300

Riverton Community Garden

$1,000

Riverton Heritage and Tourist Centre Trust

$3,000

South Catlins Charitable Trust

$2,000

South Coast Environment Society                                               (a)

$2,500

                                                                                                                  (b)

$500

Takitimu Swimming Club

$1,490

Toi Tois Lions Club

$2,000$

Tokanui Memorial Hall

$2,000

Tree Project Committee – Aparima College

Defer

Venture Southland:

 

(a)        Water Treatment Course

$3,500

(b)       Riverton Anglican Church Roll of Honour Boards              Restoration

$300

(c)        2018 Arts Festival

$3,000

(d)       Welcome Ambassadors’ Programme – Te Anau

$2,000

Waimatuku Highland Pipe Band Inc

$1,000

$2,000

Waitangi Day 2018 – Te Anau Committee

$2,000

Wallacetown Community Centre Society Inc

$2,000

Winton A & P Assn

$1,500

Winton Central Bowling Club

$2,000

Wyndham Pony Club

$2,000

Wyndham Rugby Football Club

$2,000

Southland Life Education Trust

$2,000

 

7.2

Sport NZ Rural Travel Fund Financial Report and Application Summaries - November 2017

Record No: R/17/10/25866

 

Bronwyn Affleck, Administration Manager, presented the report.

 

Mrs Affleck advised the purpose of the SportNZ Rural Travel Fund is to assist with transport costs associated with participating in regular local competitions.

 

Mrs Affleck advised sports clubs and school based clubs for age groups between 5-19 years are eligible to apply.

 

The Committee noted $13,674 is available for distribution per annum.

 

Mrs Affleck provided a summary of applicants and proposed recommendations for consideration by the Committee.

 

 

Resolution

Moved Cr Ford, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Sport NZ Rural Travel Fund Financial Report and Application Summaries - November 2017” dated 6 November 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)           Approve the allocation of funds for the SportNZ Rural Travel Fund follows;

 

Fiordland Athletics Club

$900

Fiordland Swimming Club

$1,200

Northern Southland College - Equestrian, Tennis and Cricket Teams

$600

Otara Pony Club

$900

Riversdale Tennis Club

$300

Riversdale Rugby Football Club

$300

Winton Cricket Club

$900

 

7.3

District Heritage Fund Financial Report and Application Summaries - November 2017

Record No: R/17/10/25933

 

Bronwyn Affleck, Administration Manager, presented the report.

 

Mrs Affleck advised the purpose of the Southland District Council Heritage Fund is to support the conservation of heritage collections and encourage the development and application of professional museum standards to heritage collections.

 

Mrs Affleck explained the fund is available to assist with the day to day running of the local museum, heritage centre or similar type organisations.

 

The Committee noted $43,541 is available for general distribution.

 

Mrs Affleck provided a summary of applicants and proposed recommendations for consideration by the Committee.

 

 

Resolution

Moved Cr Douglas, seconded Cr Duffy  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “District Heritage Fund Financial Report and Application Summaries - November 2017” dated 2 November 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)           Approve the allocation of funds for the District Heritage Fund as per the schedule;

 

Riverton Heritage & Tourist Centre Trust - Te Hikoi

$22,000

Switzers Museum Inc - Waikaia

$6,200

Thornbury Vintage tractor & Implement Club

$3,000

Waikawa Museum

$8,700

Wyndham & Districts Historical society

$3,000

 

Reports for Recommendation

 

8.1

Southland Regional Heritage Heads of Agreement 2017-2024

Record No: R/17/10/26081

 

 

 

Bruce Halligan, Group manager, Environmental Services and Bronwyn Affleck, Administration Manager, presented the report.

 

Mrs Affleck advised the purpose of the report is to advise that the Southland Regional Heritage Committee Heads of Agreement established in 2005 is due for renewal this year.

 

The Southland Regional Heritage Committee Advisory Group; Jim Geddes, Jo Massey, Paul Horner, Peggy Peek, Bruce Halligan and Bobbi Brown, and Committee Chair, Cr Paul Duffy met to review and update the Southland Regional Heritage Committee Heads of Agreement 2017-2024 document.

 

The Southland Regional Heritage Committee approved the Draft Southland Regional Heritage Committee - Heads of Agreement 2017-2024 at a meeting held 20 October 2017.

 

Resolution

Moved Mayor Tong, seconded Cr Paterson  recommendations a to c with change to (d) as indicated (with strikethrough and underlining ) and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Southland Regional Heritage Heads of Agreement 2017-2024” dated 7 November 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)           Recommends that  the revised “ Southland Regional Heritage Heads of Agreement 2017-2024” be approved and executed by the Council

d)           Recommends to the Council that the revised “ Southland Regional Heritage Heads of Agreement 2017-2024” be approved.

 

Note that recommendation e of the officers report was not put by the Committee.

 

e)            That if the Committee identifies additional matters which it considers should be added to or altered in the draft Heads of Agreement, then these be referred back to the Southland Regional Heritage Committee for reconsideration.

 

 

Reports

 

9.1

Southland District Council Creative New Zealand Communities Scheme Grants Awarded October 2017

Record No: R/17/10/25954

 

Bronwyn Affleck, Administration Manager, presented the report.

 

Mrs Affleck advised the purpose of the report is to inform the Committee that the Creative Communities Scheme Community Committee met on 20 October 2017 to consider applications received in the funding round closing 30 September 2017 and to advise of the subsequent decisions made.

 

The Committee noted the total amount of $15,619 was allocated as follows;

 

Applicant

Project

Awarded

Toi Rakiura

Concert

$216

Toi Rakiura

Concert

$466

 

Jodi Wright, Toad Productions

Southland Buskers Festival, hula hooping and performance Workshop

$500

Waitangi Day 2018, Te Anau Committee

Celebrations for Waitangi Day

$3,770

Southern REAP

Korowai Workshop

$303

Riverton Community Arts Centre

John Husband, A Retrospective

$5,119

Stewart Island Promotion Association

Rakiura Art Programme

$2750

Shakespeare in the Park Charitable Trust

As You Like It, Shakespeare in the Park production 2018

$495

ILT Stadium Southland

Christmas at the Stadium

$2000

 

 

 

Total Available for Distribution $18,084

Total Grants Awarded

$15,619

 

 

Resolution

Moved Cr Kremer, seconded Cr Douglas  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Southland District Council Creative New Zealand Communities Scheme Grants Awarded October 2017” dated 2 November 2017.

 

9.2

Financial and Reserve Contribution Fund Financial Report to 30 September 2017

Record No: R/17/10/25999

 

Bronwyn Affleck, Administration Manager, presented the report.

 

Ms Affleck advised this report is for information purposes only and that no applications or project requests were received in this funding round.

 

Members noted the funds available for distribution total $646,847.

 

Members queried the purpose and criteria for this fund.

 

Mr Halligan responded advising the fund is not advertised as such, projects are identified by staff and/or elected representatives and if the projects fit the intent of the fund a report is forwarded to the Committee to make a decision accordingly.

 

 

Resolution

Moved Cr Paterson, seconded Cr Frazer  and resolved:

That the Community and Policy Committee:

a)            Receives the report titled “Financial and Reserve Contribution Fund Financial Report to 30 September 2017” dated 2 November 2017.

 

 

 

The meeting concluded at 12.09pm                    CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Community and Policy Committee HELD ON WEDNESDAY 15 NOVEMBER 2017.

 

 

 

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

 

 

 

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

 


Community and Policy Committee

8 February 2018

 

Priorities for Tourism Infrastructure Applications

Record No:             R/18/1/1886

Author:                      Simon Moran, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To seek the views of the Committee on the project priorities for possible Tourism Infrastructure Fund (TIF) applications.

Background

2        Last year Council received a report prepared for it by Xyst consultants that stated there has historically been underinvestment in the district’s open spaces. It also recommended that there is a more coherent design approach in future. Council has taken that on board and included funding in the draft Long Term Plan for that purpose.

3        The next round for TIF applications is likely to open at the end of February and there are a number of potential projects that have been identified by staff. The two largest are the Te Anau Wastewater project and the Golden Bay wharf and surrounds project.

Projects

Te Anau Wastewater

4        The scale of the Te Anau Wastewater project is clearly influenced by visitor demand as it is designed to manage flows that are approximately seven times larger than those generated by the resident population. The estimated cost of $14 million is in the Long Term Plan (LTP) but the options in the business case range from $14 – 22 million depending on which is chosen.

Golden Bay wharf and other infrastructure, Ulva Island Wharf, and the Main Wharf extension 

5        The wharves are key infrastructure for visitors to Rakiura/Stewart Island and the Golden Bay wharf in particular for cruise ship tenders. The intention is to replace the wharves at Ulva Island and Golden Bay and to infill between existing structures at the Main wharf in Half-moon Bay. It is also proposed to upgrade and build land based infrastructure at Golden Bay that will enable better management of the increasing number of visitors and also improve their experience.

6        The estimated cost of the Golden Bay project is $1 million although as it is not owned by SDC at the moment and there is nothing budgeted in the LTP.

7        The estimated cost of the Ulva Island project is $350,000, in the LTP for 2019/2020.

8        The Main Wharf extension has a cost of approx. $470,000 and is in the LTP for 2019/2020.

Southern Scenic Route Infrastructure

9        This project involves linking a new toilet at the top end of town in Te Anau with an upgrade to the toilets and surrounds at both Clifden Bridge and Monkey Island, and an upgrade to the toilet infrastructure at Waikawa. This recognises that these sites are connected as part of a key visitor route in Southland, and the need to better manage increasing visitor demand at them.

10      These projects are all in the LTP for 2018/2019 as follows:

·    Waikawa - $60k funded by a loan

·    Monkey Island - $255,000 funded $127,500 by a loan and $127,500 by a Government Grant (TIF)

·    Clifden Bridge - $200,000 funded $100,000 by a loan and $100,000 from a Government Grant (TIF)

·    Te Anau - $100,000 funded by a loan

 

Issues

11      A key question for the Committee is how it wishes to balance the need for a strategic approach versus the ‘need for speed’ if it wants to put applications into the next TIF round.

12      There is a lot of work that goes into preparing the background information for these applications therefore it would be helpful to know if the committee has any clear priorities at this time so that staff can concentrate their efforts on those projects.

13      It can be expected that if there are a number applications from this Council, and potentially others in the region, that we may be asked to prioritise which projects are the most important.

14      At the time of writing this report it is questionable whether there is sufficient time to get the supporting information together to enable making a TIF application in the next round.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Priorities for Tourism Infrastructure Applications” dated 29 January 2018.

 

b)           Determines if it agrees with that the stated projects are the priorities for the District and whether there is a preferred hierarchy for the projects to assist in providing guidance to staff in resourcing possible Tourism Infrastructure Fund applications for the next round.

 

 

Attachments

There are no attachments for this report. 

  


Community and Policy Committee

8 February 2018

 

Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017

Record No:             R/18/1/303

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to provide the Community and Policy Committee with an update to the Community Futures 2040 work being undertaken and to present the Shaping Community Futures Draft Compendium Report December 2017 produced by BERL as attached.

 

Background

2        The Community and Policy Committee, at its 17 May 2017, meeting resolved to:

·    Receive the report titled “Community Futures 2040”

·    Endorse the approach to undertake the ‘big picture research and analytics’ work to inform the associated work programme as part of the 2018-2028 LTP consultation process.

·    Endorse the approach to proceed with scoping the next stage planning and implementation requirements post the initial ‘big picture research and analytics’ work and to report back to this Committee once scoped.

3        As a result of these resolutions Council officers worked alongside BERL to further develop the project scope and BERL prepared a proposal – Southland District Council – How BERL can help to shape Positive Community Futures June 2017.

4        The Community and Policy Committee at its 9 August meeting resolved to:

·    Receive the report titled “Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017” dated 26 January 2018.

·    Endorse completion of Project 1 and Project 2 as set out in the proposal.

·    Consider the results of this work once completed to then determine the next steps for Project 3 and any associated work to be undertaken in 2018-2019.

5        BERL was commissioned to complete Project 1 and Project 2 as set out in the proposal.

6        “Project 1 – Where are we now?” – involved undertaking a thorough statistical analysis of the local economy and the communities in the District.

7        The output for project 1 was for BERL to produce a report to include:

·    Current situational analysis of the Southland District Council

·    Trend analysis of the social and economic environment in the District

·    Classification of industries according to their degree of specialisation and growth

·    Identification and analysis of core industries

·    Analysis of the strength of different communities and their relationship to the core industries.

8        The attachment – Southland District – Shaping Positive Community Futures Draft Compendium Report represents the output for project 1.

9        BERL Senior Economist Mr Mark Cox will be in attendance at this Community and Policy Committee meeting to present the key findings and participate in a discussion regarding project 1.

10      BERL will now proceed with undertaking “Project 2 – Where are we heading?” – involving scenario modelling and desk based research to consider:

·    Projection of future employment and population under a Business As Usual scenario

·    Future industry growth and decline.

11      The output for project 2 will have BERL produce a report to include:

·    Employment projection, broken down by industry, and population projections, broken down by area unit

·    Commentaries on the projections, particularly to highlight what changes are inevitable, and which can be influenced through strategic action

·    A preliminary set of possible actions intended to support sustainable economic and population growth in the District.

12      BERL staff will again present the findings of this project to Council in person on its completion.

 

Context

13      Over the past 24 months Council has participated in a number of conversations and workshops with the express intent to consider how it may deal with making informed decisions regarding community futures across the district.

14      These ‘fit for future’ conversations have coincided simultaneously with the development of the 2018-2028 Long Term Plan.

15      What was identified early on in the development of the 2018-2028 Long Term Plan was that as a Council we need to understand the issues to be faced in the future and undertake research and gather information and evidential data to assist Council with future decisionmaking roles and responsibilities.

16      To this end the 2018-2028 Long Term Plan was identified as needing to flag that this work is to be undertaken and will be a focus and priority to be completed in the next 24 months so to inform the 2021-2031 Long Term Plan.

17      In essence Council has acknowledged there is a ‘transitioning from 2018 to 2021’ process to be undertaken and this is priority work to inform the 2021-2031 Long Term Plan development and support informed decisionmaking by Council.

18      There are various topics of work which need to be completed in the next 24 months to assist in achieving what is required for the development of the 2021-2031 Long Term Plan – and much of this upcoming work is underpinned by the work BERL has been commissioned to complete.

19      Hence, the significance of the “Southland District Council – How BERL can help to shape Positive Community Futures project” and understanding what the data and key findings are showing and what this may mean for community futures in the Southland District.

20      This work provides baseline information so that comparative analysis and interpretation of data can be used to ensure consistency and standardisation for decisionmaking processes.

 

Approach

21      The research focus for this project is based on the principle that Council can either passively accept the future that fate will provide for its communities, or Council can work strategically to shape the future it and its communities want to achieve.

22      In essence Council is building the evidence base and knowledge to support it in being proactive and to front foot the issues and opportunities requiring attention in the 2021-2031 Long Term Plan.

23      The approach and methodology used is to present an economic and social profile of Southland District compared to New Zealand as a whole. Then similar profiles are presented for each of the seven identified communities of interest within the District and these are then compared to the District as a whole.

24      The seven identified communities of interest defined for this project are based on the existing ward boundaries.

25      Four of the communities of interest defined for this project (Stewart Island-Rakiura, Waiau- Aparima, Waihopai-Toetoes and Winton Wallacetown) have boundaries that are virtually identical to the boundaries of the District’s electoral wards.

26      Three of the communities of interest defined for this project (Fiordland, Northern and North-Eastern) have boundaries that are based on the geographically large Mararoa-Waimea electoral ward.

27      A range of data was used to describe the current and recent economic and social conditions for each of the communities. The principal source of data was the Censuses of 2006 and 2013. Other data was derived from Statistics New Zealand’s population estimates and BERL’s own Local Authority database.

28      Primarily the report is about providing information regarding the wellbeing of communities in the Southland District.

29      The assessment of wellbeing is based on a broad view using a range of indicators – including:

·    Size and age break down of the population

·    Educational qualifications of adults

·    Employment, unemployment and labour force participation rates

·    Breakdown of employment by industry and occupation

·    Personal incomes

·    Reliance on benefits

·    Share of different industries in GDP

·    Average size of businesses

·    Importance of tourism

·    Rate of home ownerships

·    Engagement in volunteering and other unpaid work.

 

Key highlights and points for consideration

30      In summary the report implies that general wellbeing in Southland District, relative to nationally, is high.

31      The two indicators of the 12 that are declining for Southland comparative to New Zealand relate to:

·    Over time change of international migration

·    Over time change for home ownership.

32      The report provides a significant amount of specific comparative analysis information for Southland District compared to New Zealand.

33      It provides this same level of information for each of the communities of interest and comparative analysis of how each community of interest compares relative to the District.

34      It implies that relative to the high levels of wellbeing in Southland District compared to the national comparison:

·    Wellbeing in Waihopai-Toetoes and Winton-Wallacetown is high

·    Wellbeing in Fiordland, North-Eastern, Northern and Stewart Island Rakiura is moderate

·    Wellbeing in Waiau-Aparima is low.

35      The opportunity exists to discuss and raise points for consideration with BERL Senior Economist Mr Mark Cox who will be in attendance at this Community and Policy Committee meeting to present the key findings and participate in a discussion.

36      Councillors are encouraged to discuss, question and understand possible correlations, impacts and consequences for Southland District communities of the situational and trend data analysis identified in this report. Some areas for consideration and implications of such for the Southland District include:

·    Population age structure

·    Low qualification levels and future workforce requirements

·    High labour participation and employment rates and low unemployment rates

·    Fewer beneficiaries and more pensioners

·    High income levels

·    Primary sector dominance for economic activity and employment

·    Smaller business structures

·    Minimal growth in the number of business units

·    Limited economic diversity

·    Tourism industry maturity and geographic disparity

·    High home ownership but decreasing home ownership status

·    Housing affordability rated as being most affordable in New Zealand

·    Immigration levels and low international immigration

·    An active and engaged community.

 

Next steps

37      BERL will undertake the “Project 2 – Where are we heading?” piece of work commissioned by Council – whereby BERL will develop ‘business as usual’ scenarios for each of the communities of interest, to show how their well being is likely to change if current trends continue and no special efforts are made to change their destiny.

38      It is intended for Council to consider the results of this work once completed to then determine the next steps for a possible Project 3 with BERL and other associated research and analytics work to be undertaken in 2018-19.

“Project 3 – Where do we actually want to be?” aims to examine what initiatives might be taken to ensure that each community of interest area is enabled to improve its wellbeing though various initiatives and priorities that can be incorporated into the Council’s 2021-2031 Long Term Plan.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017” dated 26 January 2018.

 

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)           Endorses the report titled “Southland District - Shaping Positive Community Futures Draft Compendium Report December 2017” dated 26 January 2018.

 

e)            Considers the results of “Project 1 – Where are we now?” work completed and provides any insights and direction to BERL who will undertake the “Project 2 – Where are we heading?” piece of work commissioned by Council.

 

 

Attachments

a             BERL Compendium Report January 2018    

 


Community and Policy Committee

08 February 2018

 


 


 


 


Community and Policy Committee

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Community and Policy Committee

8 February 2018

 

Milford Opportunities Project Update

Record No:             R/18/1/1171

Author:                      Simon Moran, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        To update the Community and Policy Committee on progress with the Milford Opportunities Project.

Update

2        On the 16th of November 2018 the inaugural meeting of the Milford Opportunities Governance Group was held in Invercargill. The independent chair is Dr Keith Turner and the members are Mayor Gary Tong, Mayor Jim Boult, Aimee Kaio (Ngai Tahu), Jim Harland (NZTA), Bruce Parkes (DOC), Geoff Thomson (Business), Richard Lauder (Business), and Iain Cossar (MBIE).

3        The governance group approved the draft Terms of Reference (ToR), with some changes, and similarly the draft Request for Proposal (RFP) for the project managers role. The RFP was advertised on the 23rd of November, a copy is attached and includes the ToR.

4        The closing date for submitting a proposal for the Milford Opportunities project manager role was the 15th of December. In total 13 proposals were received although one was submitted after the stated closing time.

5        The assessment panel met on January 19th to compare assessments and identify a shortlist who were then asked to make a presentation to the governance group on the 26th of January.

6        A further Milford visit and governance group meeting is planned for 15/16 February.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Milford Opportunities Project Update” dated 29 January 2018.

 

 

Attachments

a             Milford Opportunities Request for Proposal and Terms of Reference    

 


Community and Policy Committee

08 February 2018

 


 


 


 


 


 


 


 


 


 


 


 


Community and Policy Committee

08 February 2018

 


Community and Policy Committee

08 February 2018

 


 


 


 


 


 


 


 


 


 


Community and Policy Committee

08 February 2018

 


Community and Policy Committee

8 February 2018

 

Community Governance Project Update and Summary from Community Conversations

Record No:             R/18/1/876

Author:                      Clare Sullivan, Governance and Democracy Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of the report is to provide the Community and Policy Committee with an update on the Community Governance Project and a summary of the community conversations held in late 2017.

Executive Summary

2        The Community Governance Project was initiated by Council over two years ago to focus on developing the community governance and representation framework to work more effectively and efficiently for Council and the Southland district.  It is providing significant background information to inform the Representation Review. 

3        In April 2018 the Council will consider the Representation Review Initial Proposal containing the proposed representation arrangements that will be open for consultation throughout May 2018.  The work undertaken to date on the community governance review will assist in producing appendices that will provide content and supporting information for a governance framework to support the Southland District Council’s governance structure going forward.  This will include considering the purpose of governance entities, what likely terms of reference will include (incorporating roles and responsibilities, delegations and powers to act, operating protocols, relationships between governing entities and community groups) and matters that will need further development over time.

4                 As part of the community governance project the latest round of community conversations were held in November and December 2017.  Nine meetings were held from Te Anau to Tokanui and Stewart Island. The focus was the representation review.  Numbers of participants ranged from 10 to 50.  The discussion was in-depth and engaging. There was overwhelming support for district-wide coverage of representation at a local level – and ensuring that local input remains.

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Community Governance Project Update and Summary from Community Conversations” dated 17 January 2018.

 

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)           Endorses the Community Governance project and approach taken to inform and assist in the development of the Representation Review.

 

e)            Endorses the timeline and key project milestones identified to complete the Representation Review process for the period February to August 2018.

 


 

Background

5        In 2015 the Council began work on the community governance project with a view to provide significant background information to inform the Representation Review and focus on developing the community governance and representation framework to work more effectively and efficiently for Council and its communities. 

Issues

6        The current community governance and political structures are, for the most part, similar to what they were since re-organisation in 1989 with a change in 2012 from single member wards to multi-member wards and some changes to community boards.  In that time there have been a number of changes in our district including rapidly changing technologies, changing demographics and increased community aspirations. Almost 30 years from the re-organisation Council is asking how it needs to change.  One third of the population of the district lives in an area where there is no local decision-making body yet there are 175 elected representatives with the current structure of Community Boards and subcommittees.

7        When this fact was presented to the public at the community conversations in April, May and November the vast majority of people considered this to be inequitable and not fair representation.  The community governance project is looking to deliver a structure that is more efficient, effective and affordable, delivers equity of representation and keeps local input and involvement at its centre.

8        The community governance project has been discussed at a number of committee and council meetings, with community boards and community development area subcommittees throughout 2015 – 2017.  Information about the project has been included in the October and December editions of First Edition which is circulated to each household in the district.  A survey to seek views from the public has been available on the Council’s website since November.  It was the main topic of conversation at the most recent round of community conversations in November 2017 and was also discussed in April and May 2017.

9        An elected representative working group has been established and has attended the various community conversations recently held.  The role of this group comprising the Mayor, three Councillors, two Community Board Chairs and two Community Development Area Subcommittee chairs is to provide feedback and inform points for consideration, the development of issues and options and governance requirements and opportunities for the Council.    

10      Since the beginning of the 2016 – 2019 triennium the Council has begun to make some changes to its governance structure – these have included revised terms of reference for the community boards and CDAs, a revised committee structure and a new approach and way of working with community boards.  This included Council supporting the community boards to be future focussed and thinking about wider communities of interest – geographic and issues based, acknowledging that community boards are part of the bigger district wide picture, to look at how we do things to ensure long term sustainability and affordability of service provision across the district and encouraging boards to lead and address various community-wide initiatives.

11      Council is continuing to promote a multi-agency approach when addressing future issues and advocating across the region and district for more of a partnering and collaborating approach.

12      Staff are supporting Council to produce the Representation Review Initial Proposal with appendices that will support the proposal and provide information for the governance structure.  This will include draft terms of reference, draft delegations and powers to act, roles and responsibilities, operating protocols for governance groups and reporting and relationship responsibilities.  It will also refer to other examples and learnings from other councils both in New Zealand and overseas.  It will report on work that still needs to be completed including district versus local service delivery responsibilities, revenue and funding models, rating and local funding allocation responsibilities.

13      As part of the work for the community governance project the last round of community conversations focussed entirely on governance in the district and the representation review.  As earlier noted nine conversations were held throughout the district in Lumsden, Winton, Wyndham, Te Anau, Otautau Riverton, Stewart Island (as part of the community fete), Tuatapere, and Tokanui. 

14      Following short presentations from the Mayor and staff, participants asked questions, discussed various models and gave their views on governance in the region.  Discussion at each area was in-depth and engaging.  Those who attended took away a survey which asked a series of questions.  A number of responses have been received and these – together with feedback provided at the sessions have been very useful identifying governance options.  

Factors to Consider

Legal and Statutory Requirements

15      The statutory and legal requirements for the Representation Review are established and are being followed.

Community Views

16      Community views have been sought through a variety of methods including community conversations, a variety of social media and radio advertising.  There will be a formal consultation period for the Representation Review.

Costs and Funding

17      The cost of the project is provided for in the Annual Plan.

Policy Implications

18      Policy implications may be identified once the outcome of the review is known

Next Steps

19      Analysis and preparation of documents for formal consultation is underway.  Key project milestones include:

7 February -  Elected Representative Working Group meeting - present feedback from community conversations and survey forms

8 February - Community and Policy committee – report on Community Governance Project update and summary of community conversations

20, 21 26 and 28 February (TBC)  – three workshops for CDAs clusters and one workshop for community boards  to update on preliminary draft proposal - informing and seeking comments on preliminary draft arrangements.  Working Group to present.

7 March – Representation Review workshop with Council

21 March – Representation Review workshop with Council (if required)

20 April – Council meeting containing Report, Initial Proposal as consultation document and appendices,

30 April – Wednesday 6 June – Representation Review submission period

18-19 June - Council to hear submissions on the Initial Proposal

28 June – Council workshop to consider feedback to the Initial Proposal and preparation for Final Proposal

11 July - Council meeting to adopt Final Proposal

Mid-July to Mid-August - Public notice of final proposal and open for appeals or objections

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

8 February 2018

 

Community Leadership Plan update

Record No:             R/18/1/1388

Author:                      Kelly Tagg, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Project process

1        Council’s Community Partnership Leaders are continuing to work through the community leadership planning process with our communities and key stakeholders.

2        As you will recall, phase one was Council focused and consisted of seven workshops being held with Councillors, members of the eight Community Boards and 19 Community Development Area Subcommittee’s across the District.   The workshops were held in strategic locations to allow groups of Community Boards and CDAs with similar interests and/or communities of interest the opportunity to interact and share ideas as part of this process.

3        Phase two was carried out in November 2017 and consisted of four key stakeholder workshops being held in Invercargill, Gore, Otautau and Te Anau facilitated by the Community Partnership Leaders with assistance from the Venture Southland Community Development team.  These workshops essentially followed the same format as the elected member workshops with attendees being asked a similar series of questions. 

4        Workshop attendees came from a wide range of local and national organisations such as Department of Internal Affairs, local museum trusts, community workers, schools, faith based groups, RSA’s, promotions groups, Playcentres, progress leagues, local community representatives, Lions Clubs, District Health Board, Ministry of Education, Plunket, local medical trusts, Vet Club, emergency service providers (fire, police, ambulance), mining industry representatives and funding providers.

5        A summary document detailing the responses to the workshop questions is attached.  Common themes such as the decreasing number of volunteers, concern over long term funding availability and a desire for increased collaboration and communication between organisations emerged from the workshops with those in attendance (particularly those in the not for profit sector) expressing concern about the ongoing sustainability of their organisations.  Changing populations, lack of housing and access to public transport were also common themes. 

6        The workshops were well received around with district with attendees enjoying the networking opportunities and the chance to discuss and share ideas. 

 

Next steps

7        Phase three is the next step in this process and involves wider community engagement.  Originally it was planned to undertake this engagement in March 2018 however due to upcoming community consultation concerning the Representation Review and Long Term Plan also taking place in the early part of the year it has been decided to defer stage three until mid-year. 

8        It is envisaged that phase three may involve a Council “fete” similar to the one held on Stewart Island in November 2017 as part of the Stewart Island Community Planning process.  This would involve the Community Partnership Leaders, other staff and key stakeholders (still to be confirmed but likely to include regional sporting agencies, health and education etc) basing themselves in strategic locations around the District for a fixed period of time with the intention of engaging with a range of Council residents and ratepayers to seek their feedback on the future of the Southland District.  

9        The significance of youth input in to the community leadership planning process was also identified as being important and the Community Partnership Leaders are currently investigating options for engaging with youth such as Youth Council, visits to schools etc. 

10      A further update on the Community Leadership Planning process will be provided to this committee prior to phase three implementation. 

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Community Leadership Plan update” dated 26 January 2018.

 

 

Attachments

a             CLP Summary Doc Phase 2 November 2017    

 


Community and Policy Committee

08 February 2018

 

 

What are the three things your organisation is most proud of or has achieved over the past 3-5 years

 

·    Continue to exist.  Increased membership.  Increase in visitors to Fiordland

·    Ante-natal classes have started back; high membership numbers (especially toy library); breastfeeding support (mostly voluntary); Plunket working = different providers; high quality maternity care; post-natal LME based in Te Anau; successful lobby/advocacy re: Lumsden Maternity

·    Redirected our focus, now addressing social needs – employment of competent staff.  Seeing the positive result of assisting people.

·    Increasing church building size – able to use more for groups to use.  Finally getting elderly housing on the go but not easy to do as community too small for rest home.  Looking at possibility of employing a family worker, providing support for families in the community.  Growth.  Lake 2 Lakes Cycle Trail.  Disc Golf Ivan Wilson Park.  Food bank.  Te Anau well set out with lots of parks, grassed areas etc

·    Delivering comprehensive health services in the face of significant challenges such as demographic change decreasing funding.  Sign off on rebuild of Dunedin Public Hospital. Continue year on year to increase elective surgical services.

·    Museum/shop/camp.  Manicured township.  The ideal functioning community.  Facilities – new public toilets, collaboration with SDC.

·    Balfour/Riversdale Playcentre – steady roll.  Children transition to school as we are part of the school.  Centralising of resources.

·    Maintaining ambulance services.  Establishing health shuttle service.  Providing affordable first aid courses.

·    A good positive school (Hedgehope).  Community hall – well maintained and well used.  Good golf club.  Volunteer fire brigade.

·    Skate Park (Tokanui).  Re-roofing school pool. Supported Curio Bay development, community cellphone reception, road sealing, toilet upgrade at Fortrose.  Dump Station at Tokanui.  

·    180 staff in the MLT area.  Opened Thomas Green in Gore (very successful).  $1M back into the community.

·    Continuing to meet needs of community during difficult times – give back as NGO but funding stretched and is an increasing issue.  Great team of dedicated hard working staff.  Partnerships with others in Community to overcome barriers for clients to access services particularly marginalised people eg Baby & You App etc.

·    Still surviving financially. 

·    Increased numbers of visitors into town and region. 

·    Changing to a more community based entity rather than specific organisation. 

·    Increased commission selling, toilet access services, selling more retail products.

·    Development of the NCEA4U programme in Winton, Gore and Ohai/Nightcaps which involves engaging second change learners and providing quality early childhood childcare.  Ongoing implementation of gifted and talented clusters across rural Southland to support schools.  Upholding and building on our reputation as a Quality Rural Education provider across all sectors – early childhood, schools, adult educations.

·    Establishment of Te Araroa route through NZ – Cape Reinga to Bluff.  Virtual completion of route and infrastructure to operational.  Substantial growth of partnerships.

·    Working in a community led space, supporting the community as determined by them, not us.  Accessing funding for communities and community projects.

·    Reduction in youth offending.

·    Strong sense of country values eg respect, responsibility, care for our environment.  Increased support for collaboration across schools.  Environmental values – sustainable practices.  Increased quality learning opportunities for our learners.

·    Achieving the new visitor centre after 15 years.  Improvement of amenities and protection of wildlife.  Level of co-operation between SDC, DoC, Iwi, Trust.

·    Moving Takitimu Community news to a facebook page – 1400 followers.  (Decrease in printed newsletters from 550 down to 300 for the two townships).  Opportunity to show off and profile positive activities.  Communicating rural services.

·    We are most proud of the upgrade of the (Otautau) war memorial and surrounds, of the installation of photo boards and flag poles and general tidy up.  The new RSA meeting rooms (in the SDC Otautau office) have also helped attendance by way of modern warm meeting room.

·    Upgrading the (Otautau) ambulance station.  Replacing the health shuttle free of charge – no cost to the community.  Maintaining sufficient volunteer staff to man the ambulance.

·    9 x heritage parks now established throughout Southland saving the diversity of fruit trees that the early settlers brought with them in the 19th century.  Living archives with the stories if the families will be there for the next 80 years.  Heritage Harvest Festival established as a solid annual event run by volunteers primarily.  10th year 2018.  2,000 – 3,500 attending over the weekend.  21 years operation of our environment centre, now own our building through crowd funding/fundraising.  50-80 visitor a day from Southland, New Zealand and overseas tourists.

·    Trust is still sustainable within the area in these hard financial times.  Working in collaboration with other Trusts within central/western southland.  Kept Rural Community Support network viable and very active.

·    Retaining two full time GPs in Otautau.  Provide excellent accommodation, equipment for GPs & support staff.  Being able to maintain financial stability.  Employ staff to provide medical services that the community deserves.

·    In our 7th year of running the event successfully.  Raised over $2,000 for the Health Shuttles plus thousands for other community organisations.  Arranging corporate sponsorship for event for the next year (never done before).

·    Northern Southland Cycle & Celebrate – a community event incorporating the Around the Mountain Cycle Trail with a bike race and gala day in Lumsden.  The establishment of a MENZSHED.  Our community programmes e.g. youth programmes and senior programmes.

·    Continue to maintain an emergency response to assist our community in their time of need.  Able to maintain our operational establishment of 28 members to a high level.  Our commitment to training and response. 

·    Supporting a wide variety of families within the community.  Working with a variety of organisations within community to support school/students.  Developed a collaborative culture to support student learning. 

·    Raising funds for Otautau Health Shuttle.  Funds raised by Lions all go back into Otautau Community.  Sponsoring youth initiatives – Borland Lodge.  Also completing maintenance at Borland Lodge.

·    Assisted SDC with purchase of old Butchers Shop on corner of Company Road & Ohai-Nightcaps Rd to improve traffic.  Priority given to employing people within local area. Mainly through word of mouth.  Progressing quality rehabilitation of former coal mine, returning it to a farming asset for the benefit of SDC and Nightcaps CDA and general community. 

·    Create a family atmosphere and be welcoming to new people in the community.  Have a youth program supporting local youth.  Community work such as firewood days, SISTA’s doing windows etc, spouting, gardening.  GLS – Global Leadership Summit (annual event focused around leadership).

·    Clinic rooms and playground have been updated.  Playground has been fenced with Council help and support.  The volunteer group has continued to remain strong in the local area and supports young families.

·    Community Gardens, although still in its infancy we were commended at the recent Environment Awards.  Skate park completion. Our organization was responsible for starting this initiative and spent the first two years researching, early planning and fund raising.  Generally supporting families and individuals through difficult times and being available to advocate and support in any way possible, also helping our seniors set up new initiatives within their organization.

·    Last building extension done 4 years ago, adding another part to the vet clinic and extending and landscaping the car park. Having a scholarship available for children of western southland families that are studying towards an agricultural degree with preference given to students studying to become a veterinarian. This scholarship is to the value of $10,000 and can be split over several students. This year 7 students received some financial assistance. Giving financial support to students who have chosen to do “seeing practice” at Otautau Vets Limited (OVL). Students studying to become veterinarians get the opportunity to work under the guidance of experienced vets to get some hands on experience with large animals. WSVC pays for their food and accommodation for the 2 weeks that they live in Otautau

 


 

What are three things you’re most proud of in the Southland District

 

·    Products available.  Scenery.  Community

·    Sense of community.  Strong volunteer commitment.  Generous philanthropists/donations

·    Continued support of Destination Fiordland and their RTO status.  Lifestyle – museum/stadium.  Seeing other companies/organisations committing to the area.  Having a good hospital and medical centre in Te Anau.  Isolation has the transport difficulty but it provides us with scenery and beauty

·    Working Richardson Family have done around Invercargill.  Lifestyle – slowness, not too many people.  Scenery – variety.  Schools – scouts, activities eg trampolining.

·    Maintaining the level of funding that we invest in health service providers in the area.

·    Venture Southland.  Tourism Growth.  Community Spirit.  Gore Hospital.

·    Regional Strategy – great idea and collaborative process.  Communities are able to empower themselves.  Love new brand.  Council is more visible.

·    Increased profile.  Proud to live here.  Support St John gets from Council.  AED in towns 24/7.

·    New branding for SDC – well done.  Friendly nature.  Motor Museum (Bill Richardson).  Roading issues generally well sorted.  Supporting responsible camping initiative.

·    We work hard as Southlanders to get things done “doers”.  We make it happen.  Good working together relationships – collaboration – talking about our place in relation to community collaboration.  Great environment.  Everything is close, don’t have to travel big distances.  Good places for families to raise children.

·    Branding.  Stadium/Velodrome.  Self-reliance.  Safe, friendly.  Tour of Southland.  People.  Cycleways.  Natural environments & resources.  Farming.  Fiordland & tracks, quality of life.  Affordable housing.  Free fees.  Living in slice of paradise.  Community ownership.  Forest Hill, walking tracks.  Funding.  Roading.  Parks.

·    New branding – uniforms/image.  Quality of lifestyle for Southlanders, Te Anau’s development for the future – new homes, medical trust etc.

·    Ability to seek support funding for various projects within SDC.  Community ownership and development.  Winton Open Day.  Forest Hill.  Winton Walking Track.  Winton Skate park.

·    Tour of Southland.  Farming.  Stadium Southland and Velodrome.  Cycleways.  Fiordland and its tracks.

·    Self-reliance – can do attitude.  Safe place to live. Friendly.  Natural environment. 

·    Access to resources, environments (slice of paradise).  Free fees at SIT.  Quality of life – low cost of living, access to quality schooling/education, community resources.

·    The communities.  The community support through staff and work done by Venture.  The support for the roads and facilities in the towns and District.  The landscapes.

·    Lifestyle.  Accessibility to outdoor activities.  Promotion of Southland to rest of NZ – SIT, Velodrome etc

·    Celebrating community achievements.  Awareness of what happens rurally – closing the urban/rural divide maybe.

·    Our dairy farms.  Our southern scenic route.

·    Like the new branding/signage.  Supporting Venture Southland and their roles “Best Community Support Group”.  We still look beautiful and rural with lots of potential (if we keep it that way).

·    Caring people.  Venture Southland.

·    Safe, wonderful place to bring up family, outgoing people.

·    Having involvement of funding organisations like Venture Southland.  Resilience of communities and citizens.  Amazing natural/eco-tourism opportunities.

·    Our people, our friendliness.  Venture Southland and their community support.  Volunteers in a myriad of organisations. 

·    Friendly communities. 

·    A really great community feel.  Great local facilities that support a variety of groups/sports.

·    People – local community support of projects and groups.  Good hunting and fishing – good rivers.  Southland environment.

·    Great, plentiful and accessible public facilities.  Low density population.

·    Scenery.  Good soils.  Nice people.  Not much else – poor leadership.

·    We have a well-child service that serves the whole of the Southland area.  The work of Venture Southland for Southland.  Businesses.  New branding for the District.

·    National Park - Fiordland, and the library bus has been amazing for our school ....To be honest, it is hard to know exactly what our Council does for our community. We actually don't have any contact from the Council apart from receiving accounts.

·    Medical, Fire and Ambulance services. Cycle trail and walking tracks.  Family friendly caring society.  Good schooling.

·    Wheelie bin service.

 

 


 

Three things we all need to do better in the District

 

·    Support the RTO.  Financial support to area.  Investors so we can grow.  Communication.  Monitor freedom camping

·    Improved communication/resource sharing re: maternity/ECE.  Better statistics i.e. MSD stats – demographics.  Linking groups better

·    Amalgamate all Councils.  Avoid duplication but ensure representation by increasing councillors.  Better budgeting for long term planning spread over future generations.

·    Infrastructure – e.g. toilets (shouldn’t need to pay $1 for a pee).  Around the Mountain Cycle Trail – horrendous cost overruns!  Rest home in Te Anau.

·    Talk to each other.

·    Community Involvement (Community Health Council) – Communication.  Use technology better (telemedicine)

·    Better networking & collaboration with stakeholders.  Better communication with SDC for all communities. 

·    Communication between organisations.  Better care of roads.  More passing lanes.

·    Telecommunications.  Work with Clutha DC.  Representation across region.  Infrastructure.

·    Look after the in environment.  Look after the families – service availability early on.  Youth Strategy – liaison, development, work, education

·    Don’t kill the flax.  Infrastructure for tourists.  Consultation with community.  More toilet facilities.  Supporting more cultural events.  Roading (state HW 99 surface of road).  Rates relief on empty buildings.  Council flats – regular inspections/maintenance.  Better community get-togethers.  Increasing need for acceptance of others – immigrants, tourists.  Support small community businesses.  Merging of services/orgs & facilities to become community hubs.  Better protection of natural environment.  Sewage, rubbish bins, more recycling bins.

·    Don’t kill the flaxes.  Consultation with community on issues – by Boards and CDA.  Creating jobs – more assistance to business/enterprise.  Supporting more cultural/arts projects and activities, facilities – rates relief for empty buildings in town.  Council flats – cleaning and maintenance, regular inspections and action required.

·    Resourcing in own rural communities – instead of it always being centred in main cities.  Support for community ownership – support the volunteers.  Resourcing of Community Resources i.e. pools/halls etc.  Support small local business.

·    Infrastructure for tourists – accommodation, camping grounds & toilets.  Roading – surface of SH99, berm for cyclists and walkers.

·    Increasing need for acceptance of others.  Merging of services/organisations and facilities to become community hubs.  Better protection of our environment and resources.

·    Waste management – social responsibility (more education required).  More recycling stations in central spots eg at schools.  Celebrate our strengths more – national perception.  Building community – opportunities/support for “creating a heart” or a chance for people to socialise (local groups).

·    React quicker to community’s needs.  Engage with community.  Ensure region gets share of resources available.

·    Listening to its CDAs & Boards.  Focus on expanding small towns – subdivisions.  Retention of community businesses & elderly.

·    Sharing information via facebook pages – emailing of info with links and photos.

·    Job opportunities for our kids.  Make more use of our own residents work wise.  Recognise the efforts of those residents who do contribute.

·    Roadsides beautified and less rubbish (more rubbish bins at rest area toilets).  More support for local initiatives that would make a positive impact on Southland communities (not $750,000 salmon farming).  More community involvement/consultation in decision making – online surveys etc.  Resilience built in before we need it by encouraging re-localisation – 80% of food grown in Southland vs supermarkets (3 days reserve)

·    Transport – ability to access this at a reasonable cost.  More collaboration with social services (i.e. not my patch).  More employment/housing.  Funding.

·    More people in community to be involved.  More funding options for community groups in rural areas.  Transport in rural areas.

·    More environmental consultation and care.  Building and encouraging of new community ventures.  Social enterprise within struggling communities.  Distribution of tourists/tourism.

·    A greater variety of ages, nationalities etc as Council representation.  Ability to access low cost transportation for those rurally isolated.  Regarding freedom camping in Lumsden – better listening to the majority not the noisy few.  Foreign ownership (Air BnB is fine) of housing – causing a lack of available rental properties (open up more sections for sale) and rural housing for elderly (Mossburn)

·    Civil defence (Emergency Management) needs to be updated.  I believe this is in the process of being done.

·    Better maintenance of green areas – mowing etc.  Improve housing shortage.

·    Tourist traffic and driving.  Improve depopulating towns of Ohai and Nightcaps.

·    Have better support for the elderly.  Have better venues to meet for business functions, family gatherings, social events, education providers.  Create wealth and job opportunities.  Be more appealing to young families.

·    Leadership training.  Support a culture of respect and prosperity for rural business.  More signposting for the township of Otautau.

·    Protect our waterways, research how people can combat cluster flies that have arrived with the dairy farms and try to encourage more people to Southland.

·    Creating opportunities to encourage visitors/tourists or young people to the area.  Get the Govt to better understand the vast area that Southland covers for travelling especially in respect to funding.  Public transport to get people to Invercargill for appointments. This can be difficult even from Winton.

·    Keep the district tidier, so much rubbish in the roadsides (nationwide problem) maybe SDC can do more advertising to alert people to this bad habit of just opening the window to throw out the rubbish, perhaps organize clean up days?  Get the local schools involved, just like there are beach clean-up days.  Advertise it so that everyone cleans up their little bit around their section, farmers clean up along the road their farm is on.  Be a leader for recycling more farm waste.  I have written a letter before about this how farms have lots of left overs, cut offs etc.  Bits and pieces of alkathene, broken (tanalised) posts, left over timber, pallets (good for firewood for the elderly), old netting, barb wire, old lawn mowers, broken down pumps.  Some things can be reused, some things can be fixed and some things can’t but wouldn’t it be better to promote and encourage farmers to bring this stuff to a certain drop off point?  Maybe create something like the recycle centre at Bond Street where you can buy reconditioned mowers, stoves etc.  At the moment I think most farmers still bury and burn.  Junk in the ground all over Southland, not good.   We are not so impressed with the paperwork increase and rules and regulations coming from the SDC, building warrant of fitness, building rules and regulations that often feel like a money spinner for SDC.


 

What’s important to your organisation right now?

 

·    SoRDS & possible restructure of RTO – will we continue to exist?  Get a manager employed so we can have all staff in office;

·    Funding/lack of resources i.e. Karitane nurse access.  Recruitment/retention of professionals.  Communication between entities including SDC/SDHB etc.  Future proofing

·    Access to adequate supply of money.  We have to apply to seven different organisations to get an annual income.  To avoid duplication with other organisations.  Succession relating to staff/board members.  Suitably qualified/competent volunteers.

·    Ability to access people resources and skill base.  To be able to understand the needs in the community to enable us to engage.

·    Dunedin Public Hospital rebuild – flow on impact for Rural.  New Primary & Community Strategy.  Reducing the deficit.

·    Finishing the Waikaia Museum.  Attracting younger people to town (that can volunteer and have kids that can boost school role).  Extending camping season. 

·    Welcoming to everyone in the Balfour & Riversdale Community.  Flexibility.

·    The aged.  Support of people in the home.  Right pathways.  Access to health care. 

·    Keep (Hedgehope) school in good heart.  Keep rubbish out of Hedgehope.

·    To represent our community well.  Protect and respect our environment.  Preserve our way of life.  Opportunities for employment. 

·    Serving people.  Good staff.

·    Serving people.  Funding and maintaining services.  Good staff & volunteers.

·    More funding for ongoing costs.  Providing infrastructure – especially off-street parking. 

·    Changing community perception in regards to what “could be” in the future.

·    Our rural communities and their individual needs.  Resourcing to support the programmes we deliver.

·    Getting walkers off the road verge – safety!  Toileting and campsites. Infrastructure – growing through walkers, seasonal (November – April).  Emergency Shelter eg Oreti Beach.  Bridging eg Gorge Creek.

·    Understanding communities.  Work with the willing – continue community-led approach.  Continuing to keep up with emerging technology.  Retaining existing residents and return youth.

·    Access to resourcing – property.  Support for high needs learners – funding and staffing. 

·    Funding to manage growing tourist numbers.  Ensuring visitors have good perception of Southland while protecting environment.  Maximising employment opportunities in local District.

·    Community assistance and open mindedness.  Getting more community involvement (get away from same people doing the same thing).  Community services – ambulance, community workers.  Funding for community projects.

·    People – recruitment & retaining staff.  Visa/immigration.

·    Membership?  From one way of looking it could be good thing that RSAs disappear however from the other way of looking we need to remember the efforts of those who have gone before.

·    Maintaining volunteers.

·    Support for our Southland wide future proactive projects.  Heritage orchard park tourist trail.  Round the Longwoods resilience route as a pilot.  Can be replicated in Northern & Central Southland.  Seed enterprise Southland – growing vegetable seeds for southern NZ.  Eco education/tourism opportunities.  Apple potential.

·    Funding.  Retaining our trustees.

·    To be able to provide affordable healthcare in the district and maintaining other outside health services eg community worker, St Johns.

·    Needing more community volunteers for event to continue to run.  Buildings/public spaces for event use.  Providing a platform for the creative in our community.

·    Funding and therefore viability of our organisation.

·    Maintaining our establishment of 30 volunteers to continue to provide an emergency response. 

·    Funding to support extra programmes.  Makes ties to local community – design curriculum to meet local needs

·    Membership – lack of, hard to attract new member’s especially younger members.  Finding new ways to fundraise.  Supporting your community member eg assisting those with illnesses etc. 

·    Maintain a safe and successful business for our shareholders, our employees and our community we operate in.

·    Progress the establishment of our community hub (on Hall sit, top notch audio visual facilities, meetings rooms 30 – 80 – 120 – 220).

·    To maintain an equitable service on the usual budget.

·    To keep a community and have stability in a community which I think every rural area is struggling with.

·    Getting volunteers for the committee.  Funding.  Acknowledging the person/people who are in the front line.

·    For Western Southland Vet Club the most important thing is that Otautau Vets Ltd can thrive and be financially healthy so they can afford the lease and keep on giving good service to the Western Southland farmers and to anyone with small pets.  For OVL it is very important to find good staff, especially good qualified veterinarians who don’t mind living in the country.  The biggest challenge for OVL is recruiting good vets. This is an on-going problem

 

 

 

 


 

What opportunities does your organisation/sector see for the future?

 

·    To keep existing as status quo; opportunity for investment i.e. product & accommodation; extra manpower

·    Can provide great service / lift health etc of community.  Extra training/recruitment.  Fundraising role? Communication to streamline/offer services

·    Continued growth of population.  Increased business activity.  Electric car recharging base.

·    Continued growth in our area and being able to cope with it.  Again, infrastructure needs a very good long term plan.

·    Joined up healthcare, services closer to home, new technologies, greater involvement of communities in health planning

·    Tourism and increasing school role.

·    Collaboration across a wide range of sectors.  Open to change – technology etc.  Opportunities in the future – can live in Southland but can run an international business.  Keeping people in Southland.

·    Increased opportunities to support health needs.

·    Community get-togethers

·    Tourism.  Eco-tourism.  Defibrillator.  Walk & cycle opportunities.

·    Attracting and keeping young people.

·    Work together more.  Maximises & mobilise resources – support each other at all levels.  Ideas for funding.  Technology is also a challenge – if you could join together more could have IT input – ideas & software, not fixing.

·    Expansion of building (Te Hikoi) and diversifying attractions. 

·    Becoming more community based – offering campervan/caravan accommodation.

·    Parenting support.  Youth – in preparation for employment in our communities.

·    Expansion of infrastructure, accommodation, supply.

·    Stakeholders working more collaboratively with the community.  New people in the community.  Change of government. 

·    Opportunity to form collaborative relationships with other schools with the same core values.

·    Increased employment & economic opportunities.  Interest in living in area (relocating from cities).  Improved connectivity. 

·    Tourism:  Self-directed – motorhomes, Te Araroa walking track.

·    Probably thinking forward the opportunities to amalgamate with other RSA groups.

·    Encouraging ST Johns to employ paid ambulance officers.

·    Southland is an example of a province that “re-localised” and became a model for others.  Keep our unique rural, connected, relaxed, friendly place.

·    If funding carries on, increasing service – both socially and community development.

·    Being able to offer funding streams to local community groups and organisations for health initiatives.

·    More town events – arts hub/days, home garden competitions etc.  Bring tourists in and people from other parts of NZ to engage in this.

·    Greater collaboration and communication with similar organisations – focus on wellbeing.  Community development – so we attract more people to our area.  Proactive vs reactive approach.

·    Merger of the NZ Fire Service + Rural Fire.  New organisation FENZ came into force 1 July 2017.

·    Strengthen relationships – community.  Ability to connect – access to resources, professional development opportunities.

·    Focus on looking after local community groups rather than national organisations.

·    Export opportunities. New local coal reserves.

·    To create a hub where we can provide facilities for; community, businesses, education.  To create a community job work scheme so that things happen in our community rather than Invercargill.  

·    Extending family activities within the local areas.

·    To maintain a school in the district

·    We hope that in the future the current middle aged population will make themselves available as volunteers when they have more time on their hands and are looking for a new challenge.  Create courses to education the community e.g. about managing finance with 31% population having an annual income of $20,000 or less.  Being available to lend a hand where and when needed.

·    There will be growth.  We might not get many more new dairy farmers but the demands on farmers to improve animal health, reduce antibiotics use means that OVL will need to offer more and more services to assist farmers with that.  Already that have all sorts of tools to help farmers but this will only grow and extend and this could lead to another building extension in the future to incorporate new specialised staff and equipment.


 

What challenges does your organisation/sector see for the future?

 

·    Increase in tourism numbers and how to manage this; lack of understanding of our role; staff accommodation/Air BnB

·    Funding/resourcing.  Volunteer fatigue.  “Growing pains” – more resources to support an increase in population/families & tourists

·    Air BnB etc need to be paying commercial rates.  Lack of housing for workers.

·    Funding.  Demographics – older, shifting.  Workforce shortages.

·    Population – new volunteers to take over from the “oldies”.  Life gets in the way of volunteering.

·    Southland Playcentre Assn won’t exist soon and we will be answerable to Dunedin = loss of local knowledge.  Continuing to meet the needs of disadvantaged families.  Change mind-set of people delivering the education of our children.  

·    Attracting and retaining volunteers

·    Money.  People.  Volunteers/members.  Venture closing.  Seasonal tourism.

·    Maintaining services and continuing to meet needs and being more preventative.  Recruiting qualified people.  Recruiting volunteers.  Licensing restraints – getting harder for duty managers, lots of responsibility.

·    Funding for development.  Attracting bigger percentage of tourists coming to Southland.  Reduction in volunteer numbers with the aging population and increased shortage of workers.  Changing dynamics of population – less tax/rate payers.

·    Funding.  Government priorities.

·    Strain by increased walkers – a lot are international.

·    Declining and aging population.  Breaking down of traditional communities.  Lack of government and business investment.  Pressure on volunteers.

·    Increasingly diverse school populations.  Roll increase/decrease which makes staffing/resourcing challenging.  Property and operational funding (lack of).  Community participation (support for community groups)

·    Pressure on nature and facilities.  Huge volunteer workload.  Compliance.

·    Resources, retention and attraction of businesses.

·    Membership!  We need younger people to join RSAs to keep the organisation alive.

·    Convincing government to provide more finance for emergency services.

·    Threats of unwanted international corporate industries putting opposing what we want above oil drilling in the south coast basin, platinum mining in the Longwoods – “frack blocks” in farmland throughout Southland already mapped out.  $750,000 feasibility study that said Stewart Island aquaculture not good – social enterprise instead into local community.

·    Ongoing funding.

·    Recruiting & retaining qualified staff to provide health services.

·    People are time poor/money hungry; teach sustainability/affordable living and community groups will get more volunteer hours and there will be less poverty.

·    Funding.  Volunteers and retention of same.

·    Health and safety/training.  Safety and wellbeing.

·    Funding.  Adapting to families – diversity.  Wellbeing – lack of support – MSD.

·    Membership – fundraising ideas.

·    Recruitment – training.  Change of government.

·    Depopulation.  Aging of population.

·    To keep clear focus on sustainable services to support healthy families in rural communities i.e. employment, education and business opportunities.  Thinking outside of the traditional i.e. digital abilities within the rural towns.

·    Attracting families into our area - a lot of single people are being employed in the dairy industry.

·    Transient communities (dairy workers), financial challenges, multi-cultural and diverse communities/relationships.

·    Another down turn in dairy farming because that has a direct impact on farmer spending at OVL and that puts OVL under financial pressure.  We all came through the last down turn but something like that always costs money so a few years of recovery would be helpful for OVL. Their financial instability would or could impact on WSVC.


 

What will the focus of your organisation/sector be in the next 3, 10, 30 years?

 

·    Depends whether we continue to exist!  Continue to market Fiordland, hopefully with more staff and an increase in membership, therefore more finances to promote Fiordland further. 

·    3 years – continual adjustment to new technology.  Listen to requests and needs of clients and other organisations.  10 years – probably employ and additional counsellor.  30 years??

·    To meaningfully contribute to the holistic welfare, physical, social, spiritual wellbeing of our community.  In doing this being responsive to special needs (being flexible enough to accommodate changing circumstances.  Recruitment of sufficient skills/volunteers to do the above (people are so busy and unable to volunteer)

·    Reliable/sustainable funding for Lumsden Maternity Clinic.  Providing a Heartlands Centre for families based out of the Plunket Rooms.  Toy library – needs more storage for toys and a second room etc

·    Spreading/developing income streams.  Diversification of attractions for the museum – exhibit more of local interest & history.  A key community hub focus and centre for groups to interact and socialise.

·    Getting business running successfully.  Setting up sustainable structure.  Difficult to predict 30 years but sustainability will be import.  The natural environment will be a constant focus.

·    Youth – employability.  Parenting support.

·    Discovering, learning through experience – environmental, play based, experimental.  Children to leave numerate and literate.  Strong social skills/resilient.  Improving school property/structures to reflect more innovative learning environments.

·    Maintaining existing route, allowing for increased usage and sorting Invercargill to Bluff.

·    Community engagement – know and be known in your community.

·    Playcentre – still being there.  Using technology.  Getting rid of the perception of barriers.

·    Provision of sustainable health care – financial, skilled workers.  Delivering health support – rest homes.

·    Preservation of our community and environment.  Have a voice.  Technology.  Broadband/cell coverage.  Employment.  Generating income.

·    Continuing to provide services to the community – but more prevention.  People – staff/volunteers – maintain and support quality people.  Continuing to provide funding to community at a higher level.  Maintaining and supporting quality staff.  Technology.

·    Opening Waikaia museum.  Increasing foot traffic. Maintaining current facilities/infrastructure.  Same as now.

·    Primary & Community Strategy.  Longer term – changing face of health care, healthcare in the home.  Primary and community based services.  New technology – GP consultations by app, Gore Health.

·    Takitimu Community.  Takitimu District Pool – maintaining the pool to the required standards (health & safety).  Rates received from a declining population base.

·    Increase number of volunteer ambulance officers, also encourage St John to employ paid officers at our Station so we can have 24/7 coverage.

·    Keeping RSAs alive.

·    Being able to maintain and provide more health services in the community.

·    Depends on funding.

·    Continue to grow and expand the event and even have multifaceted areas to it or multiple events if possible.  Draw in Southland wide interests with wide exposure/tourists etc.

·    Essentially focus of Lions will remain the same – to help our local community.

·    To continue to provide an emergency service to our community to save life and property.

·    To create a hub for the community.  To be pivotal in the creation of a culture of spiritual, social and economic prosperity.

·    Community hub – securing our own building in Lumsden.  Surviving funding changes from central government.  Longer terms – honestly, we may not exist due to funding.

·    Three years – replacing reserves of coal.  10 years – if no new reserves, rehabilitation and closure.  30yrs – future of thermal coal is for no electricity generation from 2035.

·    Digital and physical connections for families with their own portals for well child services.  10 yrs expanded services through above portals for specialist services i.e. breastfeeding, maternal mental health, and attachment issues.

·    3 years’ time – Western Southland will be a people friendly, resilient, beautiful, vibrant with opportunities for social enterprise.  People will travel from overseas and will come to learn – eco-tourism.  Beautiful road sides, spray free management systems e.g. hot water weed control.  Wild flower rather than grass that needs mowed.  Our role is inspiring, educating, enabling.  10 years our example spread throughout NZ.  30 years – around the world influence.

·    3 and 10 years – continuing to support those in need in our community.  Continue to encourage parents to teach their children the value of conversation and relationships in this current world of technology.  Person connection is still very important.  30 years???

·    Looking after the in-en outside of the main clinic and surrounding sheds, carpark and landscape. Keeping it in peak condition to provide a great working environment for the Vets and their staff for the next 3-10 years after that I dare not venture.


 

Who will be living in Southland, where will your community of interest be?

 

·    More retirees (in Te Anau) and multicultural people

·    A more mixed cosmopolitan population.  Our interest will remain in Te Anau

·    Huge increase in international residents and the need to cater for them – language skills, family support, cultural differences

·    Families, multi-cultural.  The big question is it Northern Southland, Western Southland or are we a standalone town/basin. 

·    Invercargill will be community of interest.  More diversity – youth energy.  Aging population who are unable to access services – need for more outreach services.  Community isolation.

·    More diverse community ethnically and culturally.  My Tokanui community of interest is local area generally but for some aspects Invercargill and Gore to a lesser extent.

·    Diverse communities.  Increase in cultures.

·    Invercargill.

·    Multi-national, farm/regional workers and their families, younger set, more multi. 

·    Multi-cultural community in 30 years’ time.

·    A very young community.  Diverse community.  People who are content and want to live here.

·    More over 65s.  Less young people.  Maintaining healthy living in our own homes.  What we do now will still be done – but differently.

·    Tourism will have an increasing influence.  Economy.

·    We will be a more diverse community and ethnicity mix.  Aging population.

·    Gore will be CoI for Waikaia. 

·    Change in demographics in the DHB.  Decreasing population in most TAs.  Increased population in Central/Queenstown.

·    Ohai/Nightcaps CoI will be as follows; Otautau – Plunket, Medical/health, Supermarket, Farming Supplies.  Winton – Plunket, Medical/health, High School, Supermarket, Farming supplies.  Invercargill – Professional services (eg accounting, banks, dentist, lawyer), Hospital.

·    Otautau 1st choice, Riverton 2nd – enjoy seaside atmosphere.

·    Otautau.  I hate amalgamations they destroy little towns.  I hate seeing my rates being distributed to museums, sporting complexes and other city facilities.  There is no return i.e. Invercargill Licencing Trust to the community.

·    Otautau/Invercargill

·    New people.  Otautau.  Secondary school zoning will have a big influence on population of Otautau.

·    If growing the population, we will hopefully see more community services etc in smaller towns rather than just Invercargill (possible satellites in say Winton/Riverton?).  Need to have “point of difference” – what are we doing to attract people and business/services?

·    Otautau/Riverton for some things.  Invercargill for clothing/footwear/dental care and government departs but a lot online now.

·    Diverse cultures.  Invercargill/Winton CoI for Otautau

·    Diverse – multicultural.  Otautau will be CoI. 

·    For the Otautau New Life Centre – CoI will be Ohai, Nightcaps, Otautau, Winton – radius +/- 30km.

·    CoI varies for Lumsden – shopping/groceries, Doctor – Winton & Invercargill.  Queenstown in the future.  Has changed as our children have grown.  Living in Southland – who knows.  If Invercargill doesn’t develop café type culture and a central gathering space.  Place with a vibe.  People not originally from Southland.

·    In 3 years, the same.  In 10 years transition to less people or none employed in our industry (coal mining).  In year 30 years no one working in coal mines.

·    A mix of cultural and international/Otautau families.  Groups of refugees.  A large population of baby boomers.

·    People who want to be part of a localised, resilient, inter-connected community.  Craft people, artists, internet businesses, market gardens, eco-tourism operators etc.  Multinational companies move out as not long supported eg KFC, McDonalds, and big supermarket chains.

·    Invercargill has a lot to offer and services the rural community really well.  But there is poverty creeping into rural areas.  Services are few and far between that don't like to come into the rural communities to support and help these families.

·    Hopefully Southland born and breds will still want to be living here. Young families may decide to return to Southland. Migrant families may still be here or they may move back to their homeland. Will refugees remain here?

·    There will always be farmers and always be people will small pets.  So long as we are directors we will look after OVL.

 


 

Who will your organisation/sector be servicing in the next 3, 10, 30 years?

 

·    Same as now, tourism operators

·    Te Anau basin clients.  Mixed populous, younger populous.  More tourists.

·    A more international flavour and tourism growth

·    Hopefully a thriving tourist town that is family friendly

·    Retiring farmers.  New families from Central Otago/Northern areas due to financial constraints for families.  Migrant families.  Chinese visitors to Round Hill & Te Hikoi.

·    Local community in terms of employment and improvement of facilities.  Also tourists.

·    Our rural communities – however they may look in 3, 10 or 30 years.

·    Combination of rural and urban whanau.  Rimu community.

·    Trail walkers.

·    The community – however it may look.

·    Playcentre children – will possible be a different model. Digital focus – no borders.

·    Aged.

·    Our community.  More tourists.

·    A more diverse community – e.g. ethnicities.  More older people.  More families with high social needs – if things don’t change in near future.  Will need more of the same and more of a range of products to meet the diversity of people. 

·    Tourists, cribbies, locals.  Waikaia residents, further afield?  Who knows? 

·    Same population but we will be working in a more collaborative way so health, social services etc all in one place.

·    Otautau, Ohai/Nightcaps area.

·    Hopefully a much larger Otautau.

·    More older people in our population.  Hopefully more young people getting involved due to sponsorship.

·    Our local Otautau community.

·    Our community in need.

·    Locals.

·    Seniors, youth, migrants & families – same as now.

·    3 years – same.  10 years same – none.  30 years none.

·    Well Child Support for families with children 0-5 years.

·    Mentoring/resourcing & inspiring all over NZ and the world – communities who want to reconnect, relocate and work within natural laws.  Eco-education, community education, self-sufficiency skills.

·    No matter who is living here our organization’s main priority will still be to support those who need help and also create educational/and practical learning opportunities to meet their needs.

·    Western Southland will always need a vet clinic for big and small animal care so I can’t see OVL go anywhere and the clinic and other sheds are all set up to service their needs. If OVL would fall apart for whatever reason, maybe our building could attract the opposition, like Vet South. Alternatively the building could be sold and WSVC could no longer exist.

 

 


 

How do you see your organisation/sector delivering services to Southland District in the future?

 

·    Same as now

·    Solely to Te Anau basin

·    More community involvement and the needs for us to be connecting with people where they are eg schools, work places, community groups, sports activities

·    Te Anau needs better model of delivery (maternity services).  Lumsden Maternity model is sound but needs secure funding. 

·    With difficulty due to less volunteers/helpers.  More organisations wanting the available funding.

·    Same as now if volunteers continue with Venture support.

·    Adapting to the changing needs of communities – be reactive to the way the community is learning at the time.  Use of technology.

·    Provide quality education to students who will go onto contribute meaningfully to society/our communities.  Provide a base for the Rimu Community (the hub)

·    Maintaining tracks

·    Still a need for face to face.  Interactive technology has its place as well.

·    Face to face.  Providing a portal for people to find information and integrated services.

·    Less hospital care, more community care.  Use of technology to reduce travel.

·    Getting together like we are today and sharing ideas.  Coordination so we don’t overlap.

·    Building place based services and where possible, recruit the right local people.  More technology and reduction of face to face.  Use of technology etc more with service delivery eg skype.

·    E-hire.  Museum on-line.  Give them taste.  Web page.  Online promotion.  Collaboration between.

·    More virtual.  App based.

·    Increasing the number of volunteers or ambulance staff will enable increases in the area coverage.

·    Keeping the memory of Anzac alive.

·    Similar way to how we do now but more of a focus on online advertising and information sharing.

·    Same as what we are doing now.

·    Responding to a diverse range of emergencies.

·    Educating a multicultural community.

·    Set a culture.  Be there.  Be adaptive and supportive.

·    Hopefully similar.  Due to central government funding – greater youth focus.

·    Depends on reserves and government policy.

·    From a strong digital base.

·    Ready now for provincial education outreach – living lightly, bountiful backyards, earth crafts, healthy eating, appropriate technology, native biodiversity.  Help establish community hubs/trading posts – online courses/video resources. Community workshops/inspirational talks.

·    Where possible in collaboration with other services and agencies and continuing the way we currently operate, but always being open to new ideas and way of thinking.  Relying on outside funding to enable our worker to do her job.

·    WSVC was formed in 1971 there was only one vet back then. In 1972 the clinic was built and over the next 45 years the clinic has been extended several times and OVL now employs about 20 staff, approx. 8 of them qualified vets, (rest support staff) . The services we provide are still the same, maintaining the premises. The services OVL provides are so much more than the vet doing a farm visit. There is heaps more paper work, so many more regulations for them and they offer so much more (teat sealing, seminars, mastitis lab to name a few). This will only grow in the next 10 years.

What opportunities/partnerships do you see for working more with Councils Elected Representatives and Council Staff?

 

·    Communication from VS & SDC Staff on what they are doing in our area (e.g. when working in Milford).  Want to see more of VS staff coming to Te Anau.

·    In our commercial role, probably we would remain independent.

·    Communication, advocating for needs in our community

·    Open/public meetings discussing community issues not just “rubbish, rates, roading”.  Round table with different Council faces.  Welcome Street Parties – building communities.

·    A lot depends on the individuals involved.

·    Everyone on the “same page” for communities.

·    Open door policy – we’d love to see you!  Fortunate to work with Janet (Ellis), love to see you involving students in consultation/collect student voice (they are our future!)

·    Continued dialogue with Council staff.  Would prefer more communication with elected reps.

·    Collaboration – we all talk to the same people, let’s make it easy for them to talk to us all e.g. combined meetings.

·    Process could be faster with regards CDA.  Work together smarter.

·    Financial.  Accessibility.  Facilities.

·    “Venture” will be increasingly important.  Internet has an important role.  Being aware of funding opportunities.

·    Not sure – but communicate together what we want to achieve and how we might support each other to do that we “don’t know what we don’t know”.

·    Book Bus park outside.  Who to contact?  Pop up Council.  Hire out rooms.

·    Collaboration.

·    By having an elected representative as a member of our Area Committee so Council can understand the problems the ambulance service has.

·    More opportunity for smaller contractors to look after our own areas.  Less SDC and Richardson Group on the same truck door.

·    Possibly providing creative teaching opportunities to local groups in need.

·    Civil defence (Emergency management) – flooding, earthquake.

·    Sharing vision in education and see how that links in with district plan.

·    They would be to be more forth coming than they have been until now.

·    I like the idea of a shared paid position for Trusts e.g. funding, treasurer.

·    We work well with CDA.

·    Community consultative meetings increased.

·    We believe we are serving a very unique and valuable role in the future of Southland and we would like to be working collaboratively and get some financial support – petrol, rent, free buses, so we are enabled to get to every corner of Southland.

·    I think the councils are not seen enough nor heard.  They aren't providing anything thing that appears to be visible or beneficial to the rate payer (an example would be the two new picnic tables in Otautau that look onto an industrial building).  A difficult task for everyone.  Southland is a fantastic area to live in the way of a lifestyle. 

·    Not aware of any opportunities.

·    Not sure

 


What opportunities/partnerships do you see for working more with other agencies and groups in the District?

 

·    Continue to work with operators.

·    Through dialogue we will continue to evolve

·    More collaboration/communication to share knowledge, resources but need an overall co-ordinator (SDC)

·    RSA would love to work more with Scouts, Guides – youth groups/ 

·    Te Hikoi – more involvement in community events.  Selling Riverton story to a wider market & locals

·    I am sure the opportunities are there if we all adapt.

·    Working collaboratively with a common goal.  Pooling funding/resources/ideas.

·    Strengthen working relationships/support for whanau through working together with support agencies.  Education/schools seen as an important part of the learning partnership.  Working with Environment Southland to support environmental education (appreciate working with Pat & Mark).

·    Existing relationship with DoC and also ES plus NZTA.  Good communication with Iwi and Chinese Association.

·    Collaboration!

·    Grow leadership in younger people.

·    What can we do for you/with you?  Communications.

·    Having opportunities to get together so we become more aware of other opportunities and organisations.

·    Find the common interest and talk more.  Amalgamation of committee in the District.

·    Some collaboration but could be better.

·    Convincing those in power that it is economically better to process our produce in our own locality e.g. carting milk from one end of our province – 90% of which is water.

·    School.  Community Worker Trust.

·    Finding other similar groups or other towns with similar interests to connect and even combine with.

·    Always looking for groups/people to support in our community.

·    Schools, Sports Clubs.

·    Continue to build strong links with supporting groups/trusts.

·    Any – sky is the limit.  Happy to work with any like-minded group.

·    Again, like the idea of sharing resources.  We are too protective of our “patches”.  Create hubs in areas.  Share facilities e.g. one great pool for Northern Southland, one sports complex in Mossburn.

·    Sponsorship, engagement.

·    Numerous – ready to help any group/community.  Individuals already are but underutilised. 

·    We already work with other agencies and groups whenever the need arises.

·    Not sure.


 

As a member of the community in Southland District or Region, what opportunities and challenges do you personally see for the future?

 

·    Challenges – aging population, lack of rentals/housing, too many Air BnB.  Opportunities – growth of tourism related infrastructure

·    Unregulated growth

·    Communication/collaboration – role of SDC

·    Impact of farming on environment.  Impact of dairy – heavy traffic vehicles on road, aging drivers.  Impact of increased tourism numbers – accommodation and infrastructure.  Enterprise through technology.

·    The age demographic which could be an opportunity with employment opportunities for younger families to relocate to Southland.  More engaged with outside world.  Affordability.

·    Keeping/encouraging our young people to return to the South.

·    We believe it’s very important to encourage innovative business opportunities to encourage young people to Southland who will contribute purposefully and meaningfully to society.  From an educational perspective it’s important that learning opportunities are focused on developing critical thinkers who are innovative (importance of science & technology).

·    Extension of walkways/cycleways.

·    Challenge – destruction of our small towns.  Building owners not able to pay for building code upgrades.  Environment – effects of modern living.

·    Retaining population – opportunities are endless.  Value youth and the opportunities they present – having access to them.  Children returned to Southland after University/OE etc – so creating a place they want to return to.

·    Succession planning.  Bureaucracy/paper work.

·    Infrastructure in the Catlins eg toilets, roading.  Farming – keep it viable.  Communication.  Keeping a passion for our community and its future.

·    These types of meetings are great but then it is the how we put things into practice.  Leadership??  Concrete, committed to and measurable.

·    Opportunities – tourism.  Challenges – tourism infrastructure, aging population, lack of volunteers, succession planning

·    What opportunities are there for our children to live and work in the same area?

·    Huge opportunity to make new houses available for young families to live in the town.

·    Looking after our aging population.  Need to teach our young people life skills so less reliance on hand-outs.

·    Resourcing and services for the elderly.

·    Lack of volunteers.  Aging population.  Lack of housing.

·    Growth – housing shortage.  Declining/aging population.  Hard to bring kids back after school/university.

·    Dwindling population.

·    Rising compliance costs and living costs but low wages.

·    Government policy.

·    Big corporate take overs vs rural utopia. 

·    To keep businesses in the community, provide employment and manage to keep communities functioning.  This is hard because of the Dairy industry often buy up several farms and this reduces long standing families and allegiance to the community and facilities.  Small businesses are given a lot of grief from the council and make it hard for them to set up.  We should be encouraging businesses into our districts.  If we don't grow then we disappear. 

·    Transient communities and issues that arise from this i.e. getting volunteers  as firemen, St John ambulance, and committees.  Community facilities no longer being used eg play groups etc.  Transport – being able to get where people are needing to go, particularly with an aging population.  Continuing lack of volunteers.  Changing needs within our community as it becomes more multicultural.

·    Everything becomes harder with regulations and rules for everything putting a burden on the shoulder of all those volunteers of local clubs, plunket groups, Playcentre etc.  Money is forever a problem and fundraising with cake stalls raising $200 is now a waste of time. Look at the upgrade of the pool in Otautau, the possible re-surfacing of 8 courts in Otautau, massive fundraisers for the school. I certainly see that as a challenge.  I feel that Otautau has grown and developed in a nice way in the last few years with the flower beds, the trees planted along the road, street lights, now the two picnic tables opposite the 4 square and heaps more, making Otautau look attractive. Shops stay open and the odd new one opens, the renovated church all looking good. It will be great to keep this going and prevent Otautau from becoming a ghost town.

 

 


Community and Policy Committee

8 February 2018

 

Southland District Council-Venture Southland Community Development Workshop Update

Record No:             R/17/12/29539

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to inform the Community and Policy Committee on the status of the Southland District Council community development strategic approach workshops.

 

Executive summary

2        This project will investigate a holistic approach to community development and will seek to identify, in consultation with Venture Southland staff, a prioritisation of community development activity across the district as a whole.

3        This prioritisation exercise will help develop a more strategic district-wide approach to community development in Southland, and determine the best way in which to support local communities through future community development activity.

4        The Community Partnership Leader(s) will be facilitating a series of workshops with community development staff to determine local and district priorities in community development, and a way of working that will build on and assist to create a more strategic approach to community development across the district as a whole.  This will include the type and scale of community development currently being undertaken, and any planned projects. 

5        In December 2017 the first workshop of the series was held and attended by all community development staff and Council’s ‘Community Partnership Leaders. 

6        At this workshop community development staff gave presentations on what they saw as their role within Southland district.  Council staff were impressed with the amount of thought put into these presentations, and understanding ranged from confusion around the role, to detailed and in-depth knowledge of community development.

7        The workshop also looked at what was working well within the district that we could build on, projects identified in the Letter of Expectation, and work obtained outside this, and extensive discussions around the way in which we could all work more closely to determine a district wide framework to community development for the future.

 

Next steps

8        Following the detailed discussions of the first workshop, a second workshop will be held in February/March, and will look at the following topics as a starting point:

·    Determining a definition of community development in Southland

·    A presentation by two external consultants around what is community development and what it can achieve

·    Greater understanding of roles and reporting

·    Common agreement of what is helpful to SDC and the district’s communities

·    Council’s vision and future focus and community development alignment

 

9        There will be up to five workshops undertaken over the first half of 2018, and will build on the work and relationships from each preceding workshop.

10      At the conclusion of the workshops, it is anticipated that a community development strategy will need to be developed, to ensure the work of community development in the Southland district aligns with Council’s vision and goals for the future of Southland.

 

 

Recommendation

That the Community and Policy Committee:

a)        Receives the report titled “Southland District Council - Venture Southland Community Development Workshop Update” dated 26 January 2018.

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

8 February 2018

 

Welcome Ambassador Project - Update

Record No:             R/17/12/29542

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of this report is to update the Community and Policy Committee on the progress of the Welcome Ambassador Pilot being initiated in Te Anau.

 

Executive summary

2        The purpose of this project is to develop and deliver a pilot in Te Anau that has a focus of intentional welcoming, where being a welcoming community can significantly enhance the experience of residents, ratepayers, and visitors to the area. 

3        Council staff are in close discussions with Venture Southland staff to ensure that this project is complementary to, and not a duplication of the Regional Welcoming Communities initiative spearheaded through Central Government.  The two projects have been identified as having very different processes and will complement each other rather than compete.

4        The pilot will be led and supported by Council’s community partnership leader, and delivered by community development through Venture Southland.

5        The Welcome Ambassador pilot 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. 

6        The purpose of this pilot is to facilitate a project that gives community members the permission to be intentional in the way they welcome people to their communities. This will identify, build on and support existing strengths, events and groups that already function in a welcoming capacity, as well as create opportunities for new ventures.

7        An initial meeting with Council staff and Fiordland Community House in late 2017 to gauge the anticipated interest and support in this project was very positive, alongside support for the project received from the Te Anau Community Board and through informal conversations within the community with the community development planner. 

8        A further meeting of Council and community development staff in December 2017 has determined a public meeting will be publicised and held in early March 2018 to invite broad community interest and further discussion in this project.  The objective of the public meeting is to seek interest from the wider community in taking part in, and take ownership of the project.

9        The public meeting will involve an introduction to the concept from community development staff, facilitated by Council, and will introduce how the project has worked in other parts of the country. 

10      Any subsequent group established in Te Anau may choose to use the existing model, or create their own that better reflects their local community and wider district and region.

 

Next steps

11      With a public meeting scheduled for March 2018, community development staff, with the support of the community partnership leader, will begin to introduce the initiative through conversations and existing networks prior to the public meeting.

12      It is anticipated through this process that some members of the public who are interested in the initiative may already have a broad understanding of what Welcome Ambassadors is trying to achieve, and can attend the public meeting better informed.  There is also then opportunity for those people spoken with informally to ‘shoulder tap’ those in the community that they think may be interested in taking part.

13      Staff are already aware of a small number of people in Te Anau who have become aware of the potential project, and have expressed their specific interest to ensure that they are extended an invitation to the public meeting once it is established.

14      Following the initial public meeting, and depending on the level of interest from the Te Anau community, community development staff will assist in the establishment of a steering group to initiate the project.

15      It is the express intention of this project that Council and other agencies or organisations have only a supporting role, and that the level of engagement and on-going accomplishments of the group are identified, driven and led by volunteers in the community themselves.

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Welcome Ambassador Project - Update” dated 26 January 2018.

 

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

8 February 2018

 

Community Organisation and Volunteer Sector Shared Services Pilots - Geographical and Interest Based Projects

Record No:             R/17/12/32908

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of this report is to update the Community and Policy Committee on two pilot projects being undertaken as part of the Letter of Expectation between Southland District Council and Venture Southland.

2        The pilot projects are following on from work undertaken in the 2016/17 Letter of Expectation around Community Organisation and Volunteer Sector research, and will have a focus of investigating shared services and shared service delivery.

 

Executive Summary

3        The purpose of this project is to expand on the work undertaken in the Community Organisation & Volunteer Sector Research (2017), by running two Pilot projects around the concept of shared services and shared service delivery within a geographically based and an interest based group of community organisations and volunteer groups.

4        The pilots will be led and supported by Council’s community partnership leader, and delivered by Venture Southland community development.

5        In late 2016 Council commissioned Venture Southland community development to undertake research on its behalf on the level of service, challenges and opportunities for community organisations and the volunteer sector delivering services to the Southland district.

6        From this research, there was clear opportunity to look further into the concepts of shared services within both geographically based groups, and interest based groups irrespective of physical location.

7        The research identified many groups struggling to obtain funding for personnel, operational expenses (including transport) and administrative services.  There were also challenges in skill base and capacity for governance positions such as Chairs, Secretaries and Treasurers for the many community and volunteer groups within the district.

8        Following initial discussions with community development staff, there are early indications that investigating either funding, or transport would be the most beneficial to our District’s communities for the first pilot looking at an interest based group.

9        The second pilot will be based around a geographically defined area around shared services and both Northern Southland and Winton have been discussed in the very early stages as possible areas that already have a strong collaborative base to build on, and therefore a potential willingness to engage in the pilot.

10      These pilots may include investigating the idea of a centralised district wide database of volunteer drivers that spans many organisations and groups, through to the introduction and promotion of social enterprise to ensure sustainability of future funding, and even an introduction to the concept of independent Chairing. 

11      These are only suggestions at this stage that will be discussed more in-depth with community organisations and volunteer groups once the geographic area, and topic of interest with an appropriate pilot group, have been finalised.

12      The pilots will be run throughout the calendar year 2018.

Project Overview

13      The concept of shared services or shared service delivery is not new to community organisations and volunteer groups within New Zealand, however may be a new concept to some groups within the pilot areas selected.

14      Council will lead the facilitation of two pilot projects, to be delivered by Venture Southland community development that will determine the capacity and interest from community organisations and volunteer groups within defined areas to consider the idea of shared services and shared service delivery, and what this may entail.

15      Shared services is a concept generally supported by central Government funding agencies and philanthropic funding bodies, and where there is significant benefit to the efficiency and effectiveness of community organisations and volunteer groups, can work extremely well.

16      From the Community Organisation and Volunteer Sector Research undertaken in 2017, and anecdotal information here in Southland and across other areas in New Zealand, we know that many community organisations and groups have identified barriers in their administration, funding for operational and staffing issues, and attracting and retaining people in skilled governance roles, such as Chairs, Secretaries and Treasurers.  These pilots will investigate the opportunities available for shared services and what is needed to achieve this by organisations and, if appropriate, funding agencies.

17      The pilot will involve a stocktake of any known existing shared services in the District, and will identify shared service models currently working well in other places.  This would also help identify any learning opportunities from shared service models that have struggled to get buy-in from either community organisations and/or funding agencies. 

18      Where funding agencies are involved, the pilots will need to include discussions with central and local government, and philanthropic funders around their interest and ability to look at funding and supporting shared service arrangements. 

19      One of the most critical aspects of shared services will be to look at how we communicate with community and volunteer groups around retaining their autonomy while also being supported by peers in a shared service environment.  This will be an important part of any discussions, and will play a pivotal role in determining the success of any shared services.

 

Next Steps

20      The community partnership leader and community development staff will meet in February 2018 to discuss and determine the area of interest for the first pilot, and the geographical area for the second.

 

21      Prior to this meeting, community development staff will begin by seeking broad understanding of the level of support for the pilots in each of the areas identified, and discussing in principle the ideas with some community organisation and volunteer groups, as well as philanthropic and central government funding agencies.  This will allow some level of confidence to initiate pilots in the areas identified.

22      Once the pilots are initiated, community development staff will begin one-on-one and group discussions with community organisations and volunteer sectors in the identified areas. 

23      There is the possibility of shared service agreements being made from this project, and staff will walk alongside and support any groups throughout this process.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Community Organisation and Volunteer Sector Shared Services Pilots - Geographical and Interest Based Projects” dated 25 January 2018.

 

 

Attachments

a             FINAL Community Organisation & Volunteer Shared Services Pilot Geographical & Interest Project Plan    

 


Community and Policy Committee

08 February 2018

 


 


 


 


 


 


Community and Policy Committee

8 February 2018

 

Southern Field Days at Waimumu

Record No:             R/18/1/1169

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

Council at Southern Field Days

1        Council will once again be an exhibitor at the Southern Field Days at Waimumu from 15 February 2018 to 16 February 2018. We have retained our site near the first entrance on the Gore side of the grounds and will have the Book Bus on site, along with the coffee car.

2        Our theme for this year is a Taste of Southland and this will incorporate our new Southland District Story, a taste of what Council does and an area called Food for Thought, where we will be looking at the future and the issues that surround our District.

3        We will also have chefs in the tent for demonstrations of Southland fare, and a sausage sizzle will be held.

4        The event is an opportunity for Council to be out among the community and to be available to listen and discuss issues with our residents and ratepayers.

5        Staff from key departments will attend each day, along with the Mayor and councillors.

6        The field days is full with all exhibition spaces sold. About 42,000 people attended the 2016 event.

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Southern Field Days at Waimumu” dated 26 January 2018.

 

Attachments

There are no attachments for this report. 

 


Community and Policy Committee

8 February 2018

 

Minutes of the Ohai Railway Fund Subcommittee Meeting dated 26 May 2017

Record No:             R/17/11/27366

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That the Community and Policy Committee:

a)            Receives the report titled “Minutes of the Ohai Railway Fund Subcommittee Meeting dated 26 May 2017” dated 23 January 2018.

 

 

Attachments

a             Minutes - Ohai Railway Fund Subcommittee - 26 May 2017    

 


Ohai Railway Fund Subcommittee

08 February 2018

 

sdclogo

 

 

Ohai Railway Fund Subcommittee

 

OPEN MINUTES

 

 

Minutes of a meeting of Ohai Railway Fund Subcommittee held in the Southland District Council Office, Otautau, 176 Main Street Otautau on Friday, 26 May 2017 at 2pm.

 

present

 

Members

Sue Adams

 

 

Kevin Dixon

 

 

Bill Mather

 

 

Caroline Reed

 

 

Councillor George Harpur

 

 

IN ATTENDANCE

 

Group Manager, Community and Futures

Rex Capil

 

Chief Financial Officer

Anne Robson

 

Committee Advisor

Alyson Hamilton

 

Community Partnership leader

Kelly Tagg

 

 


Ohai Railway Fund Subcommittee

08 February 2018

 

1          Apologies and Welcome

 

Councillor Harpur opened the meeting and welcomed the Members to the Inaugural meeting of the Ohai Railway Fund Subcommittee for the 2016 – 2019 triennium.

 

Councillor Harpur congratulated the Members present on being elected to the Ohai Railway Fund Subcommittee for the ensuing three year term.

 

Councillor Harpur advised apologies for non-attendance have been received from Councillors Perham, Baird and Mayor Tong.

 

Moved Member Mather, seconded Member Dixon and resolved:

That the Ohai Community Railway Fund Subcommittee accept the apologies for non-attendance from Councillors Perham, Baird and Mayor Tong.

 

2

Election of Chair and Deputy Chair

Record No:         R/17/5/9000

 

Councillor Harpur called for nominations for the position of Chairperson of the Ohai  Development Area Subcommittee.

 

Nominee                                 Moved                                  Seconded

 

Sue Adams                              Bill Mather                            Kevin Dixon

 

There were no further nominations.

 

The nomination of Sue Adams for Chairperson of the Ohai Railway Fund Subcommittee for the 2016-2019 term was PUT and declared CARRIED.

 

Sue Adams was duly elected Chair of the Ohai Railway Fund Subcommittee for the 2016-2019 term.

 

Councillor Harpur then called for nominations for the Deputy Chairperson of Ohai  Railway Fund Subcommittee

 

Nominee                                  Moved                                  Seconded

 

Bill Mather                                Sue Adams                          Kevin Dixon

 

There were no further nominations.

 

The nomination of Bill Mather for Deputy Chairperson of the Ohai Railway Fund Subcommittee for the 2016-2019 term was PUT and declared CARRIED.

 

Bill Mather was duly elected Deputy Chairperson of the Ohai Railway Fund Subcommittee for the 2016-2019 term.

 

 

Resolution

Moved Member Adams, seconded Member Dixon and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Election of Chair and Deputy Chair” dated 1 May 2017.

b)         Elects Sue Adams to be Chair of the Subcommittee for the 2016/2019 Triennium.

 

c)         Elects Bill Mather to be Deputy Chair of the Subcommittee for the 2016/2019 Triennium.

 

Councillor Harpur vacated the seat and the Chair, Sue Adams proceeded to chair the meeting from this point.

 

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 Cr Harpur, seconded Member Mather  and resolved:

That the minutes of Ohai Railway Fund Subcommittee meeting held on 5 April 2017 be confirmed as a true and correct record.

 

Reports

 

7.2

General Explanation from Chief Executive

Record No:         R/17/5/9509

 

Committee Advisor, Alyson Hamilton presented the report.

 

Mrs Hamilton advised that Clause 21(5) of Schedule 7 of the Local Government Act 2002 requires the Chief Executive Officer to provide an explanation to elected members on certain legislation which controls the way in which the Council’s business may be conducted and the laws affecting elected members.

 

The subcommittee noted the contents of the report and Mrs Hamilton explained the various parts of the legislation that Members of the Ohai Railway Fund Subcommittee need be aware of.

 

 

 

Resolution

Moved Member Dixon, seconded Member Reed  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “General Explanation from Chief Executive” dated 10 May 2017.

 

7.3

Standing Orders

Record No:         R/17/5/9511

 

Committee Advisor, Alyson Hamilton presented the report.

 

Mrs Hamilton advised that the purpose of the report was to inform the subcommittee that the Southland District Council adopted Standing Orders at its meeting on Wednesday 26 October 2016.

 

The subcommittee noted the Standing Orders have been adopted for use at all meetings of the Council, Committees, Subcommittees and Community Boards and Community Development Area Subcommittees.

 

 

Resolution

Moved Cr Harpur, seconded Member Reed  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Standing Orders” dated 10 May 2017.

 

b)         Note that Southland District Council at its meeting on Wednesday 26 October 2016 adopted Standing Orders for use at all Council, Committee, Subcommittee, Community Board and Community Development Area Subcommittee meetings of the Southland District Council and that it is required to operate in accordance with the Standing Orders so adopted.

 

7.4

Elected Members Code of Conduct

Record No:         R/17/5/9512

 

Committee Advisor, Alyson Hamilton presented the report.

 

Mrs Hamilton advised that the Elected Members Code of Conduct (the Code) was adopted by the Southland District Council at its meeting on Wednesday 26 October 2016.

 

The subcommittee noted that the Code acts as a guide to ensure a standard of behaviour that is expected by all elected members (Councillors, Community Board and Community Development Area Subcommittees) when they are acting under Council delegations.

 

 

Resolution

Moved Member Mather, seconded Member Dixon  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Elected Members Code of Conduct” dated 10 May 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)         Notes the Elected Members Code of Conduct for Councillors and members of the Community Boards and Community Development Area Subcommittees of the Southland District Council which was adopted by Council at its meeting on 26 October 2016.

 

e)         Adopts the Elected Members Code of Conduct when acting under its statutory powers as provided for in the Local Government Act 2002.

 

f)          Notes that the Elected Members Code of Conduct must be complied with when the Board is acting under its delegations approved by Council at its meeting on 26 October 2016.

 

7.5

Ohai Railway Fund Subcommittee - Terms of Reference

Record No:         R/17/5/9515

 

Committee Advisor, Alyson Hamilton presented the report.

 

Attached to the report were the draft terms of reference approved by Council at its meeting dated 16 November 2016.

 

The subcommittee discussed the draft terms of reference that was reviewed at an earlier workshop where the following amendments were recommended:

 

Item 12 - Applications

Ø 1st bullet point, addition of “….up to $1,500

Ø 3rd bullet point, addition of “….up to $1,000

 

Item 13 - International Opportunities

Ø 1st bullet point, addition of “….;up to $1,500

Ø 2nd bullet point, addition of “….up to $1,000

Ø 2nd bullet point, replace “…..one…with…up …”

Ø 4th bullet point delete and replace with “Applicants who qualify for International Opportunities grants are entitled to one grant only and cannot re-apply for similar type applications”.

 

Item 14 - Community Education and Training Fund

Ø 1st paragraph, deletion of “…per annum…”

Ø 1st paragraph, addition of”….being $1,500

Ø 2nd paragraph delete and replace with “Applicants who qualify for Community Education and Training Fund grants are entitled to one grant only and cannot re-apply for similar type applications”.

 

 

Resolution

Moved Member Dixon, seconded Member Mather  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Ohai Railway Fund Subcommittee - Terms of Reference” dated 10 May 2017 subject, to the following amendments being recommended to Council for confirmation.

 

 

Item 12 - Applications

Ø 1st bullet point, addition of “….up to $1,500

Ø 3rd bullet point, addition of “….up to $1,000

 

Item 13 - International Opportunities

Ø 1st bullet point, addition of “….up to $1,500

Ø 2nd bullet point, addition of “…up to $1,000

Ø 2nd bullet point, replace “……..one with…up to…”

Ø 4th bullet point delete and replace with “Applicants who qualify for International Opportunities grants are entitled to one grant only and cannot re-apply for similar type applications”.

                                                                 

Item 14 - Community Education and Training Fund

Ø 1st paragraph, deletion of “….per annum…”

Ø 1st paragraph, addition of”…..being $1,500

Ø 2nd paragraph delete and replace with “Applicants who qualify for Community Education and Training Fund grants are entitled to one grant only and cannot re-apply for similar type applications”.

 

b)         Agrees that grants relating to the above amendments within this funding round are subject to Council approving amendments to the Terms of Reference.

 

7.6

Financial Report to 30 April 2017

Record No:         R/17/5/9480

 

Chief Financial Officer, Anne Robson, presented the report.

 

Ms Robson advised the report provides a summary of the Ohai Railway Fund’s financial position as at 30 April 2017.

 

The meeting was informed that interest income is currently projected at $59,401 for the full financial year based on the average Reserve Bank of New Zealand six month term deposit rate for the 12 months prior to 30 April 2017.

 

Members noted grant expenditure for the year to date totals $14,900 with forecast funds available to be allocated as grants, or to fund expenditure is approximately $42,092 for the remainder of the year to 30 June 2017.

 

Ms Robson advised that if there were no further grants made the forecast reserve fund at 30 June 2017 would be approximately $1,869,803.

 

Following a query from members regarding interest rates, Ms Robson explained the financial position of the Ohai Railway Fund clarifying the interest rates to date and  confirming the current interest rate is best for this subcommittee.

Members queried a grant of $700 committed in the October grants for the 2014/2015 financial year which has yet to be uplifted. 

 

Staff responded advising this amount is to be withdrawn as the recipient has not responded to communications and it has been ascertained the funding is no longer required.

 

 

Resolution

Moved Cr Harpur, seconded Member Mather  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Financial Report to 30 April 2017” dated 11 May 2017.

 

7.7

Post-secondary school/adult education/international opportunities applications

Record No:         R/17/5/9504

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised applications from two individuals seeking a grant to assist with tertiary study has been lodged.

 

 

Resolution

Moved Member Reed, seconded Chairperson Adams  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Post-secondary school/adult education/international opportunities applications” dated 10 May 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 to allocate the following grants subject to receipts for course fees being produced by applicants prior to the funds being released.

 

§ Katie Grace Knarston    $1,500

§ Phillip Hames Neylon     $   700

 

7.8

Hospice Southland Charitable Trust - funding application

Record No:         R/17/5/9561

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised the Hospice Southland Charitable Trust wishes to apply for funding in the amount of $10,000 to assist toward the costs relating to providing palliative care services to Ohai and Nightcaps communities.

In discussing this application members took account the presentation from Mr Andrew Leys (Chief Executive Officer, Hospice Southland) in the Public Forum section of the meeting.

 

The meeting was informed Hospice Southland receives approximately 50% of its funding from Government.  This leaves a shortfall of $2.1 million that needs to be raised this year to keep services free of charge, and ideally in the patients setting of choice.

 

The subcommittee noted the Ohai and Nightcaps communities will continue to receive full access to specialist palliative care services provided by the Hospice free of charge.

 

The subcommittee was advised that the voluntary effort from the community included 300 volunteers providing more than 40,000 hours in 2016.

 

 

Resolution

Moved Member Dixon, seconded Member Reed  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Hospice Southland Charitable Trust - funding application” dated 10 May 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)         Approves a grant of $5,000 to the Hospice Charitable Trust to assist towards the costs relating to providing specialist palliative care services to Ohai and Nightcaps Communities

 

7.9

Ohai Community Development Area Subcommittee - funding application

Record No:         R/17/5/9562

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised the purpose of the report is as a result of a request from the Ohai Community Development Area Subcommittee (CDA) for funding in the amount of $3,199 to assist with the costs associated with the refurbishment of the Ohai Hall.

 

In discussing this application members took account the presentation from Mr Chris Mangion (Chairperson, Ohai CDA) in the Public Forum section of the meeting.

 

Mrs Hamilton advised the Ohai Hall has not had any major refurbishment work undertaken for approximately 30 years and the CDA wishes to carry out the refurbishment in order to improve the facility for current users and to make it more attractive to future users.

The subcommittee was advised the CDA will contribute $36,000 towards this project.

 

 

Resolution

Moved Member Mather, seconded Chairperson Adams  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Ohai Community Development Area Subcommittee - funding application” dated 10 May 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)         Approves a grant of $3,200 to the Ohai Community Development Area to assist with the costs associated with the refurbishment of the Ohai Hall.

 

7.10

Ohai Nightcaps Returned Services Association - funding application

Record No:         R/17/5/9572

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised the purpose of the report is as a result of a request from the Ohai Nightcaps Returned Services Association (RSA) for funding in the amount of $1,200 to assist with the costs associated with the morning tea for the ANZAC Service (2017) which was held at the Ohai RSA rooms and for the purchase of a new zip.

 

In discussing this application members took account the presentation from Mr Raymond Hunt (President) and Ms Noreen McGee (Secretary-Treasurer) in the Public Forum section of the meeting.

 

The subcommittee was advised funding is necessary to ensure the ANZAC Day services are not lost from the area and due to falling roles members find it difficult to fundraise.

The subcommittee noted the estimated cost (excl GST) of the preparation of food for morning tea is $650.76 based on the quote from the Couplands Bakery.

The subcommittee was further advised funding is being sought for a replacement zip the estimated cost (excl GST) is $904.00 based on a quote received from Edward Gibbon (Plumbing Bathroom and Drainage).

The subcommittee noted the Ohai–Nightcaps RSA advised it will contribute $490.36 toward this project by way of fundraising $265.36 and fees/subs $225.00

In discussing the application the subcommittee requested a copy of the following;

 

  The Association’s complete financial accounts including the latest Income and Expenditure Statement, Balance Sheet and details of any monies held in term deposits. This information to be forwarded to the Committee Advisor.

 

  A five-year plan highlighting activities the Association will be involved ie ANZAC services.

 

 

Resolution

Moved Member Mather, seconded Member Dixon  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Ohai Nightcaps Returned Services Association - funding application” dated 10 May 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)         Confirms its grant of $500.00 to the Ohai-Nightcaps Returned Services Association to assist toward the costs associated with the morning tea for the ANZAC Service (2017) and for the purchase of a new zip.

 

e)        Requests the Association provide to the Subcommittee a complete set of audited financial accounts including the latest Income and Expenditure Statement, Balance Sheet and details of any monies held in term deposits and a five-year plan highlighting activities the Association will be involved ie ANZAC services.

 

7.11

Southern REAP - NZEA4U - funding application

Record No:         R/17/5/9525

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised at the previous Ohai Railway Fund Subcommittee meeting held on Friday, 2 December 2016 Members considered an “organisation” application lodged by Southern REAP for the NZEA4U programme.

 

Mrs Hamilton explained the subcommittee resolved this application be treated as an “individual adult education” grant with the adult students having to meet the criteria as outlined in the Terms of Reference 2016/2019.

 

It was noted Southern REAP has requested the subcommittee reconsider its decision and treat the application as an “organisation” application.

 

Following a lengthy discussion the subcommittee noted the objection lodged by Southern REAP, however agreed that due to the application not meeting the criteria applicable to “organisation” grants therefore declined the request.

 

Resolution

Moved Member Reed, seconded Member Mather  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Southern REAP - NZEA4U - funding application” dated 10 May 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)         Declines the application lodged by Southern REAP for the NZEA4U Programme as the Subcommittee felt this application does not meet the criteria applicable to “organisation” grants.

 

7.12

Southern REAP - Rural Education - funding application

Record No:         R/17/5/9545

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised Southern REAP are seeking funding in the amount of $2188.52 to assist with a rural education programme to be held in Ohai. 

 

In discussing this application members took account the presentation from Ms Dawn Brocks (Manager) in the Public Forum section of the meeting.

 

The subcommittee noted Southern REAP advises the programme consists of workshops on Flax Weaving, Blokes Workshop and Advanced Korowai Weaving.

 

Members were informed the total cost of these workshops is $7,383.52 with Southern REAP contributing $5,195 toward this project.

 

 

Resolution

Moved Member Dixon, seconded Cr Harpur  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Southern REAP - Rural Education - funding application” dated 10 May 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)         Approves a grant of $2,200 to assist with a rural education programme to be held in Ohai.

 

7.13

St Patricks School - Prayer Garden - funding application

Record No:         R/17/5/9582

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised St Patricks School is applying for $300.00 to assist with the cost to set up a prayer garden at the school.

 

In discussing this application members took account the presentation from Mr Steve  Harley (Principal) in the Public Forum section of the meeting.

 

Mrs Hamilton explained it is intended to set up a prayer garden which is easily accessible to the community as well as the students.

 

Members noted funding is necessary to ensure the completion of the garden which will give the community, staff and pupils a place for prayer rest and contemplation.

 

The subcommittee was advised the total cost of the project is $600.00 with St Patricks School contributing $300.00.

 

Resolution

Moved Cr Harpur, seconded Member Dixon  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “St Patricks School - Prayer Garden - funding application” dated 10 May 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)         Approves a grant of $300 to assist with a with the cost to set up a prayer garden at the school.

 

7.14

St Patricks School - School Camp - funding application

Record No:         R/17/5/9583

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised St Patricks School is applying for $700.00 to assist with the cost of subsidizing an upcoming school camp.

 

In discussing this application members took account the presentation from Mr Steve  Harley (Principal) in the Public Forum section of the meeting.

 

Mrs Hamilton explained the year 6/8 student camp will be at Pounawea; 29 students and 4 staff are expected to participate in a range of activities including abseiling, kayaking and high ropes.

 

The subcommittee was advised funding is necessary to ensure that no families are disadvantaged by costs Further, it will ensure every student is given the same opportunity to challenge themselves and see the world.

 

The subcommittee noted the budget for the project is $1,500.00 with St Patricks School contributing $800.00 which includes $200.00 from the Principal’s Discretionary fund.

 

Resolution

Moved Member Reed, seconded Cr Harpur  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “St Patricks School - School Camp - funding application” dated 10 May 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)        Approves a grant of $1,200 to assist with the cost of subsidizing an upcoming school camp.

 

7.15

Takitimu Primary School - funding application

Record No:         R/17/5/9584

 

Member Dixon declared an interest and took no part in discussions or voting on this issue.

 

Committee Advisor, Alyson Hamilton, presented the report.

 

Mrs Hamilton advised Takitimu Primary School is applying for $4,600 to assist with the cost of subsidizing two upcoming school camps.

 

In discussing this application members took account the presentation from Ms Alana Baird (teacher-in-charge) in the Public Forum section of the meeting.

 

1        Mrs Hamilton explained the year 5/6 student camp will be at the Catlins and the year 7/8 student camp will be at Deep Cove.  84 students are expected to participate in a range of activities including ice skating, DOC identification, archery, fishing, hiking, abseiling, kayaking and high ropes.

The subcommittee noted the budget for the project is $11,725.50 with Takitimu Primary School contributing $4,870 which includes $2,990 from Parent Teacher Association.

 

 

Resolution

Moved Chairperson Adams, seconded Member Reed  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Takitimu Primary School - funding application” dated 10 May 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)         Approves a grant of $4,600 to assist with the costs of subsidising two upcoming school camps.

 

 

7.16

Thomas Tiplady - funding application

Record No:         R/17/5/9587

 

The Subcommittee considered an application from Mrs Tiplady to assist with the upgrade of bathroom facilities at their home in support of an ill family member.

 

The meeting was informed Mr Tiplady is critically ill and for him to remain at his Invercargill home an upgrade to the bathroom facilities is required.

 

In discussing this application members felt this application does not qualify or meet the criteria of the fund and the subcommittee agreed to decline this application.

 

 

Resolution

Moved Member Dixon, seconded Member Mather  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Thomas Tiplady - funding application” dated 10 May 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)         Declines the application lodged by Thomas Tiplady as the Subcommittee felt this application does not qualify or meet the criteria of the fund.

 

7.17

Grants schedule

Record No:         R/17/5/9514

 

1        Mrs Hamilton, Committee Advisor, advised the purpose of the report is to provide an alphabetical schedule of Ohai Railway Fund grant monies allocated since October 1993 for Members’ information.

 

 

 

Resolution

Moved Chairperson Adams, seconded Cr Harpur  and resolved:

That the Ohai Railway Fund Subcommittee:

a)         Receives the report titled “Grants schedule” dated 9 May 2017.

 

The meeting concluded at 3.30pm                CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Ohai Railway Fund Subcommittee HELD ON FRIDAY, 26 MAY 2017.

 

 

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

 

 

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

 


Community and Policy Committee

08 February 2018

 

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.

C9.1   Stewart Island Community Planning Project - 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

Stewart Island Community Planning Project - 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.