Notice is hereby given that an Ordinary Meeting of Southland District Council will be held on:

 

Date:

Time:

Meeting Room:

Venue:

 

Thursday, 22 February 2018

9am

Council Chambers
15 Forth Street
Invercargill

 

Council Agenda

OPEN

 

 

MEMBERSHIP

 

Mayor

Mayor Gary Tong

 

Deputy Mayor

Paul Duffy

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Julie Keast

 

 

Ebel Kremer

 

 

Gavin Macpherson

 

 

Neil Paterson

 

 

Nick Perham

 

 

IN ATTENDANCE

 

Chief Executive

Steve Ruru

 

Committee Advisor

Fiona Dunlop

 

 

 

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

 

 

 


Council

22 February 2018

 

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 Council Minutes                                                                                                             5

Reports - Policy and Strategy

7.1         Draft Trade Waste Bylaw 2018                                                                                                                    7

Reports - Operational Matters

8.1         Financial Report for the month ended 31 December 2017                                                     87

8.2         Southland Regional Development Strategy (SORDS) - Southland Story Project   133

8.3         Venture Southland 2018 - 2019 Draft Work Programme                                                       147

8.4         Offer from Crown to Vest the Causeway and Land in Council along the Riverton Estuary                                                                                                                                                                                  217

8.5         Clarification of a project planned for the current financial year - new toilet and ground works at Fern Gully on Stewart Island/Rakiura                                                                           227

8.6         Management Report                                                                                                                                   229

Reports - Governance

9.1         2018 Southland District Council Scholarship Recipients                                                      243

9.2         Minutes of the Edendale-Wyndham Community Board Meeting dated 24 October 2017                                                                                                                                                                                  245

9.3         Minutes of the Otautau Community Board Meeting dated 19 October 2017          247

9.4         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 February 2017                                                                                                                                                                       249

9.5         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 10 April 2017                                                                                                                                                                                  251

9.6         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 12 June 2017                                                                                                                                                                                  253

9.7         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 15 August 2017                                                                                                                                                                                  255

9.8         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 30 October 2017                                                                                                                                                                       257

9.9         Minutes of the Tuatapere Community Board Meeting dated 17 October 2017      259

9.10       Minutes of the Wallacetown Community Board Meeting dated 26 October 2017 261

9.11       Minutes of the Winton Community Board Meeting dated 9 October 2017               263

9.12       Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017                                                                                                                                                                                  265

9.13       Minutes of the Stewart Island Jetties Subcommittee Meeting dated 30 October 2017                                                                                                                                                                                  267

9.14       Minutes of the Stewart Island/Rakiura Visitor Levy Subcommittee Meeting dated 29 June 2017                                                                                                                                                           269

9.15       Minutes of the Te Anau Basin Water Supply Subcommittee Meeting dated 8 August 2017                                                                                                                                                                                  271

9.16       Minutes of the Manapouri Community Development Area Subcommittee Meeting dated 30 August 2017                                                                                                                                 273

9.17       Minutes of the Otautau Community Board Meeting dated 7 December 2017         275

9.18       Minutes of the Riverton/Aparima Community Board Meeting dated 11 December 2017                                                                                                                                                                                  277   

Public Excluded

Procedural motion to exclude the public                                                                                                       279

C10.1    Update on Representation Review                                                                                                     281

C10.2    Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 12 June 2017                                                                                                                                       289

C10.3    Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 1 September 2017                                                                                                                           291

C10.4    Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 30 October 2017                                                                                                                               293

C10.5    Public Excluded Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017                                                                                                                                             295  

 


Council

22 February 2018

 

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

 

Councillors are reminded of the need to be vigilant to stand aside from decision-making when a conflict arises between their role as a councillor 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 Council 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 Council Minutes

Minutes of Council meetings held on 27 September 2017, 13 December 2017 and Extraordinary Council meeting held on 31 January 2018 .


Council

22 February 2018

 

Draft Trade Waste Bylaw 2018

Record No:             R/18/1/1282

Author:                      Rebecca McElrea, Policy and Planning Consultant

Approved by:         Ian Marshall, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to seek Council’s endorsement of the draft Trade Waste Bylaw 2018 for public consultation.

Executive Summary

2        Council has responsibility for the provision, maintenance and protection of the Southland District’s wastewater network, maintenance workers and the receiving environment. Section 146 of the Local Government Act 2002 (the LGA) enables territorial authorities to make specific bylaws for its district to regulate waste and trade and to manage, regulate against, or protect from the misuse of infrastructure associated with wastewater.

3        Under section 159 of the LGA, the Trade Waste Bylaw 2008 is due for review in 2018.

4        The draft Trade Waste Bylaw 2018, which is attached to this report, was prepared by Council staff and MWH NZ Limited in 2013. It has since been updated to reflect the present day. Staff are seeking Council’s approval to proceed with consulting on the draft Bylaw in accordance with the special consultative procedure outlined in Sections 83 and 86 of the LGA.

5        There are two provisions in the draft Bylaw that represent minor changes to the current Trade Waste Bylaw 2008. These changes are outlined in the report below.

 

Recommendation

That the Council:

a)            Receives the report titled “Draft Trade Waste Bylaw 2018” dated 12 February 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)           Determines that a bylaw is the most appropriate way of addressing the issues relating to the regulation and management of trade waste.

e)            Determines that the draft Trade Waste Bylaw 2018 is the most appropriate form of bylaw pursuant to Section 155(2)(a) of the Local Government Act 2002.

f)             Determines that the draft Trade Waste Bylaw 2018 does not give rise to any implications under the New Zealand Bill of Rights Act 1990 pursuant to section 155(2)(b) of the Local Government Act 2002.

g)           Endorses the draft Trade Waste Bylaw 2018 (with any desired amendments).

h)           Endorses the Statement of Proposal attached to this report (with any desired amendments).

i)             Releases the draft Trade Waste Bylaw 2018 and the Statement of Proposal for public consultation, in accordance with the Special Consultative Procedure outlined in sections 83 and 86 of the Local Government Act 2002, from 1 March 2018 to 5pm on 2 May 2018.

 

Background

6        Council provides wastewater schemes for communities throughout the district which collect, treat and dispose of wastewater from residential properties, businesses and public facilities. This service also includes the collection, treatment and disposal of industrial liquid wastes (commonly known as Trade Wastes) from industrial premises across the District.

7        The Council already has the Trade Waste Bylaw 2008 in existence to deal with trade wastes. It does, however, need to be formally reviewed if it is to remain enforceable.


 

Issues

The draft Trade Waste Bylaw

8        The draft Trade Waste Bylaw 2018 is in included with this report, as part of Attachment A. The aims of the Trade Waste Bylaw 2018 are to:

·    Ensure the protection of Council staff and the general public

·    Protect the ability of Council to meet obligations under the Resource Management Act 1991

·    Provide for an equitable spread of costs between domestic and trade discharges

·    Protect the investment in the existing and any future infrastructure, treatment plant and disposal facilities.

9        It is proposed that the Trade Waste Bylaw 2008 be repealed when a new Trade Waste Bylaw is adopted. The Trade Waste Bylaw 2008 is included with this report as Attachment B.  The Trade Waste Bylaw 2008 covers the discharge of trade waste into any sewerage system owned or operated by the Council. The draft Trade Waste Bylaw 2018 is based on the Trade Waste Bylaw 2008, and suggests minor amendments.

 

 Notable changes to the Trade Waste Bylaw 2008

10      The details of the Trade Waste Bylaw 2008, which will be changed if the draft Trade Waste Bylaw 2018 is adopted, are outlined below.

-     Section 1 - Definitions

Deleted “Working Day’ definition as the term ‘Working Day’ is defined in the LGA.

-     Clause 6.6.1 – Penalties

Changed maximum penalty for breach of Trade Waste Bylaw from $20,000 to $200,000. Section 242(5) of the LGA, which is specific to Trade Wastes, allows for a $200,000 penalty (compared to $20,000 for other utilities).

Factors to Consider

Legal and Statutory Requirements

10      The decision-making provisions in sections 77-82 of the LGA are relevant to all decisions of local authorities. Under section 77, a local authority is required to identify all of the reasonably practicable options and assess those options by considering the criteria in section 77.

11      Council must give consideration to community views and the preferences of those affected or to have an interest in the matter under section 78.

12      Council has the ability under sections 145 and 146 to make bylaws for its district, specifically for the purposes of regulating trade wastes.

13      Section 148 of the LGA outlines some special requirements relating to the making of a trade waste bylaw. Council is required to consult with the Minister of Health before making a trade waste bylaw. Section 148 (2) requires that this consultation occur in parallel with the required 2 month public consultation period. Council is also required to give public notice of its intention to make a trade waste bylaw.

14      The initiation and completion of the Special Consultative Procedure in accordance with the requirements of Sections 83 and 86 of the LGA will also be necessary before Council can make the Bylaw.

15      Before commencing the process for making a bylaw under section 155, Council needs to determine whether a bylaw is the most appropriate way of addressing the perceived problem. The purpose of the proposed Bylaw is to control trade waste discharges into the public sewerage network, protect the public sewerage network from damage, and protect the environment and the health of people in the district. In addition, the Bylaw serves to provide a potential mechanism for recovering the costs associated with conveying, treating and disposing of trade waste. Council considers the proposed Bylaw is necessary in order for it to retain a system of control over trade wastes entering its wastewater system. 

16      Under section 155 of the LGA 2002, Council also needs to determine whether the proposed Bylaw is in the most appropriate form. The attached draft Southland District Council Trade Waste Bylaw 2018 is considered the most appropriate form of bylaw for the purposes of public consultation. A number of territorial authorities in New Zealand have adopted trade waste bylaws based on the New Zealand Standard Model Trade Waste Bylaw NZS 9201: Part 23:2004. The 2008 Trade Waste Bylaw is consistent with the Standard Model Bylaw template, as is the proposed new Bylaw. This form of bylaw is recognised as best practice within the industry and the content is based on demonstrated knowledge of current issues.

17      As per section 159 of the LGA, Council must review the current Bylaw within ten years after the date upon which it was last reviewed. This means the Trade Waste Bylaw 2008 is due to be reviewed by 25 June 2018.

18      Section 196 of the LGA allows the occupier of trade premises to discharge trade waste into the wastewater system either with the consent of the territorial authority or without the consent if the discharge is permitted by a trade waste bylaw. A trade waste bylaw provides default standards by which discharges can be made.

 

The Health Act 1956

19      The Health Act 1956 is also relevant in that it requires local authorities to control nuisance, sewerage works regulating drainage and the collection and disposal of sewage.

Compliance with the New Zealand Bill of Rights Act 1990

20      The New Zealand Bill of Rights Act 1990 confers certain civil and political rights to people in New Zealand.  It is considered that the proposed controls in the Bylaws referred to in this report do not unnecessarily interfere with any rights conferred by this Act and give rise to no implications under the Act.

21      In a number of respects the controls proposed reflect the existing provisions of the LGA.  Section 146 of the LGA allows Council’s special bylaw-making powers for the purposes of regulation of:

·    Waste management

·    Trade wastes

·    Solid wastes

22      It also enables Councils to manage, regulate against or protect from damage, misuse or loss, or for preventing the use of land, structures and infrastructure associated with water races, water supply, wastewater, drainage, sanitation and land drainage.

23      The LGA itself has already been reviewed by the Attorney-General for any inconsistency with the Bill of Rights.

Community Views

24      If the draft Bylaw is approved, it will be publicly notified in the Advocate on Thursday, 1 March and 8 March 2018.  Information concerning the proposed Bylaw will be available from all Council offices within the District. Council’s website and social media networks will also be used to notify the public about the proposal and to invite submissions.

25      All members of the public and any interested groups, organisations and agencies will have an opportunity to make submissions on the proposed Bylaw.  In accordance with section 148 of the LGA, there will be a submission period of two months.

26      Submissions will open on Thursday 1 March 2018 and will close on Wednesday 2 May 2018.

27      Council will hear and deliberate on submissions on Wednesday 16 May 2018.

28      Staff intend to present the final bylaw to Council for adoption on 20 June 2018, and it is proposed the Bylaw would come into force on 23 June 2018.

Costs and Funding

29      The costs of advertising will be met by current budgets.

Policy Implications

30      No policy or plan implications have been identified.

Analysis

Options Considered

31      There are three options for Council to consider that could achieve the desired objectives. These options are statutory and non-statutory and may be used individually or in combination with each other. The options are:

Non-Statutory

a)   Information and education programmes.

Statutory

b)   Reliance on existing legislation such as the Resource Management Act 1991 and the LGA.

c)   Revoking the current Trade Waste Bylaw 2008 and making a new Trade Waste Bylaw 2018.

Analysis of Options

The benefits and costs of the reasonably practicable options need to be considered in terms of meeting the current and future needs of the communities including:

-     good quality infrastructure and public services; and

-     performance of regulatory functions in a way that is most cost effective for households and businesses.

 

Option 1 – Information and Education Programmes

Advantages

Disadvantages

·        This option could target information and education to specific groups in the community. It could raise the awareness of safety issues associated with trade waste.

·        A bylaw would not need to be made.

·        Would rely on people practicing what they had learned.

·        By not having a trade waste bylaw in place it would reduce controls on trade waste discharges resulting in an increase in the risk of negative effects on the integrity of the wastewater asset and pollution of the receiving environment.

·        The share of benefits and costs would not be shared equitably between trade waste discharges and domestic discharges and would not reflect the difference in operational costs between the two waste streams. This option would not meet the needs of the district as it may increase the costs to the community of treating trade waste sourced wastewater.

·        Discharges would still require consent in accordance with section 196 of the LGA.

 

Option 2 – Reliance on existing legislation such as the Resource Management Act 1991 and the LGA

Advantages

Disadvantages

·        A bylaw would not need to be made.

·        Section 196 of the LGA requires trade waste discharges to have consent from the territorial authority in order to discharge trade wastes, or without consent if the discharge is permitted by a trade waste bylaw. If there is no trade waste bylaw in place all trade waste discharges will be required to gain consent from Council. Requiring consent in each case would be an inefficient way of managing discharges.

 

Option 3 – Review the current Trade Waste Bylaw 2008 and endorse the Trade Waste Bylaw 2018

Advantages

Disadvantages

·        The draft Bylaw is an amended version of the current Bylaw, which has been operating effectively.

·        It is an effective method for Council to achieve compliance with its own discharge consent and to preserve the wastewater infrastructure.

·        The draft Bylaw is very similar to the current Trade Waste Bylaw 2008, so it shouldn’t be highly contentious.

·        This option is in line with current legislative requirements.

·        This option should ensure conservation and protection of Council’s wastewater assets and the environment by having formal controls in place with which to control trade waste discharges.

·        This option would minimise the cost to the community of treating trade waste sourced wastewater by ensuring operational and maintenance costs are equitably spread.

·        No obvious disadvantages

·        Council will need to go through the process of revising the current Bylaw.

 

Assessment of Significance

32      A significant decision is one that has a high degree of significance in terms of its impact on either:

-     the current and future social, economic, environmental or cultural wellbeing of the district or region;

-     people who are likely to be particularly affected by or interested in, the issue, proposal decision or matter;

-     the capacity of Council to performs its role, and the financial and other costs of doing so;

-     the ownership or function of a strategic asset.

33      In this report the Council is being asked to review its existing Trade Waste Bylaw as it is required to do under the LGA. As such it is considered to be a decision of low significance.

Recommended Option

34      The recommended option is to review the Trade Waste Bylaw 2008 and to endorse the Trade Waste Bylaw 2018. Council will have to carry out the special consultative procedure outlined in sections 83 and 86 of the LGA with regards to the making of a bylaw.

Next Steps

34      Staff recommend the following process:

 

Action

Date

Council considers Bylaw for notification

22 February 2018

Notification of Bylaw

1 March 2018

Submissions close

2 May 2018

Hearings

16 May 2018

Council considers sign-off for final Bylaw

20 June 2018

 

Attachments

a             Statement of Proposal (which includes the draft Bylaw)

b             Trade Waste Bylaw 2008    

 


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Council

22 February 2018

 

 

Financial Report for the month ended 31 December 2017

Record No:             R/18/1/1161

Author:                      Dipal Patel, Project Accountant

Approved by:         Anne Robson, Chief Financial Officer

 

  Decision                                        Recommendation                                  Information

 

  

 

Background

1          This report outlines the financial results for the six months to 31 December 2017 or 50% of the financial year.

2          The Monthly and YTD Actual results are compared to the Full Year Budget (Projection) in the attached Summary Monthly Financial Report. 

3          The projection values include any 2016/2017 carried forward items approved by Council in September 2017 and October forecast changes approved by Council in December 2017.

4          The 2017/2018 Annual Plan budget is shown in the Reports as the Full Year Budget (Budget).

Overview

5          The Summary Monthly Financial Report consolidates the business units within each of the key areas of the Executive Leadership Team (ELT) responsibility.  The following commentary focuses on the year to date (YTD) results excluding GST.

6          The Detailed Monthly Financial Report includes more detailed explanations and commentary on variances by the Executive Leadership Team.  Commentary generally focuses on the year to date (YTD) results and, where specified, monthly results. 

7          In the Council Summary and Detailed Reports, the values in the columns for:

·              The Monthly Budget, is phased where appropriate and is based on the full year projection and includes carry forwards and forecasting.

·              The YTD Budget is based on the full year projection and is a combination of the Annual Plan, carry forwards and forecasting. 

·              The Full Year Budget is the Annual Plan budget for the year.

·              The Full Year Projection is the forecasted year end result.

8          Phasing of budgets occurs in the first 2 months of the financial year, at forecasting and when one-off costs have actually occurred. This should reduce the number of variance explanations due to timing.

9          Where phasing of budgets has not occurred, one twelfth of annual budgeted cost is used to calculate the monthly budget.

10        Council staff will continue to refine the format of this report to enhance the financial information reported.  We welcome any feedback or suggestions on further improvements that could be made to this report.

11        The Council Summary Report (actuals vs phased and forecast budget) year to date are as follows:

Income

12        Operating Income is $1.6 million (4%) under budget year to date ($37.3 million actual vs $38.9 million budget).

 

 

13        Transport and Roading income is $1.9 million below budget year to date as this activity has not been phased the budget represents half of the annual cost. However the majority is received during the second half of the financial year.  The Funding Assistance Rate (FAR) from NZTA is 52% of the total spend for approved projects. It is now expected that we will not receive the full NZTA funding for the year. Waipapa Point sealing is now expected to take place at the end of the year resulting in a delay in receiving planned funds. However NZTA will carry forward the related budget/funding to the 18/19 year.

 

14        Other Activities are $172 thousand above budget. This is due to more interest being received on higher levels of cash reserves than budgeted. The reason for higher cash reserves is generally about when capital projects are undertaken. A number of projects including the roading activity will occur in the second half of the year.

 

 

Operating Expenditure

15        Operating Expenditure is $0.5 million (2%) under budget for the year to date ($35.5 million actual vs $36 million budget).

 

16        Transport (Roading) costs are 3% under budget, a variance of $486 thousand compared to the YTD budget of $14 million. This relates to the timing of various works, staff still expect to be on budget at year end.

Capital Expenditure

17        Capital Expenditure is $6.5 million (37%) under budget year to date ($11.2 million actual v $17.6 million budget).

                       

18      Customer Support, Environmental and Financial Services have vehicle replacements in their budgets which have not been spent yet. 20 vehicles are due for replacement by 30 June 2018, 14 of which were due for replacement by 30 December or earlier.  Of these 14, 11 replacement vehicles were ordered in December and 6 have been delivered in January.  Orders for the remaining vehicles are anticipated to be placed in February-March.

 

 

 

19      Capital expenditure for Services and Assets is 47% ($1.9 miilion) under budget for the year to date. The budgets for water and wasterwater activities have not been phased but will be completed with the forecasting process which will assist with explaining this variance. 

Sewerage:

·    Limited construction has occurred in District Sewerage to the end of December.

·    The Riversdale land purchase has not occurred yet, discussions are in progress with the landowner ($150 thousand under).

·    The upgrade at Stewart Island is currently $100 thousand under budget with work continuing slowly with difficulty hiring contractors.

·    Winton desludging and the Te Anau oxidation pond improvement projects will take place if the contractor is able to re-establish this year after machinery issues in 2016/17 ($500 thousand).  Discussions have started but still not confirmed.

·    Winton and Te Anau waste water pond aerators have been installed before the end of December but final costs have yet to be included.

Water:

·    Tenders on the Winton Water Main replacement and Te Anau lateral replacements were awarded by the Services and Assets subcommittee during September. Construction has commenced on these projects and will be completed by the end of the financial year.

·    Tender requests for the work on the treatment upgrade at Eastern Bush will be requested early in 2018, to ensure that the intended design considers findings from the Havelock North inquiry (expected in December).  The majority of construction that was originally expected to occur in 2017/18 will be deferred to 2018/19 and 2019/20 through the forecasting process. ($600 thousand under budget).

 

20      Around the Mountain Cycle Trail is currently showing as being over budget by $154 thousand.  This is due to the additional expenditure approved by Council on 27 September 2017 for shelters, trail realignment and signage, not yet reflected in the forecast projection.  The majority of funding is to come from MBIE.  This will be updated in the second round of forecasting.

 

21      Overall roading capital expenditure is $4.4 million less than budgeted for the year to date due to the seasonality of the programmed works. The roading team have committed $13.5 million of works out of the current budget with other projects due to go to tender in early 2018. Council staff are forecasting that they will be under budget at year end. This is because although Waipapa Point will be constructed it will be too late in the season to seal the road. The financial impact of this is still being calculated however for this activity NZTA will roll their funding contribution into the 18-19 year.

 

 

Balance Sheet

22        Council’s financial position as at 31 December 2017 is detailed below and is for the activities of Council only.  The balance sheet as at 30 June 2017 represents the audited balance sheet for activities of Council only.

23        At 31 December 2017, Council had $18 million invested in six term deposits ranging from three to six month maturities as follows:


 

 

24      Funds are as follows: 

Balance at
31 December 2017

Bank

Account

Interest Rate

$ 154,222

 BNZ

 Funds on Call

1.00%

$ 10,000

 BNZ

 Operating Bank Acc

 1.00%

$ 298,059

 BNZ

 Restricted Funds Acc

0.25% 

 

25      The principal movement in Property, Plant and Equipment is the year to date budgeted depreciation but fixed assets has gone up not down.

26      The increase in Non-Current Assets (Intangible Assets) is the continued acquisition costs of Council’s digitisation software.

 

 

 

 

Recommendation

That the Council:

a)         Receives the report titled “Financial Report for the month ended 31 December 2017” dated 13 February 2018.

 

Attachments

a             Council's District Activities Summary Monthly Financial Report - 31 December 2017

b             Council's District Activities - Detailed Monthly Financial Report - 31 December 2017    

 


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Southland Regional Development Strategy (SORDS) - Southland Story Project

Record No:             R/18/1/1510

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To provide an overview and update on the Southland Stories project being developed via the CEO Shared Services Forum overseeing SORDS related activities.

Executive Summary

2        The CEO Shared Services Forum is currently overseeing the development and delivery of the Southland Regional Development Strategy (SORDS) related activities

3        One of the priority projects identified in the Strategy is the Southland Story Development. Attached is a copy of the project purpose and outline.

4        It has been recognised that this project is about creating a master story, tools and resources that sub regions, communities, sectors and organisations can develop and adapt to tell their own stories.

5        As is detailed in the attached proposal it is the intent to establish a project advisory group to act as champions for the project and to ensure it fairly and reasonably represents the Southland region.

6        On meeting with the project lead Southland District Council has been requested to provide and confirm two elected representatives to ensure the District is covered appropriately.

7        Following consideration of this request it is recommended Cr Julie Keast and Cr Brian Dillon be considered as the Southland District Council representatives for this advisory group.

 

Recommendation

That the Council:

a)            Receives the report titled “Southland Regional Development Strategy (SORDS) - Southland Story Project” dated 27 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 Southland District Council involvement with the “Southland Regional Development Strategy (SORDS) - Southland Story Project”

 

e)            Confirms Cr Julie Keast and Cr Brian Dillon as Southland District Council representatives on the Southland Regional Development Strategy (SORDS) - Southland Story Project Advisory Group.

 

Background

8        The CEO Shared Services Forum is currently overseeing the development and delivery of the Southland Regional Development Strategy (SORDS) related activities. One of the priority projects identified in the Attraction section of SORDS to assist with dealing with the Grow Population challenge identified in the Strategy is the Southland Story Development.

9        Specifically the Southland Regional Development Strategy identified as an opportunity – Southland has a story to tell, in fact, it has many stories to tell around distinctive and attractive themes.  The opportunity is to position Southland in the minds of New Zealanders, and also internationally, on the basis of people, product and experiences. There is a strong correlation between a region’s image, its economic strength and perceived liveability.

The opportunity is to articulate the essence of the region and tell the story across all key sectors: visit, live and work, study, invest and do business.

Attraction is not just an advertising campaign but a myriad of actions and programmes with a common thread that communicate common messages leading to an overall sense of curiosity and interest in the region.

10      The Strategy identifies as an immediate priority to develop:

“The Southland Story - Develop a Southland Story in the context of the New Zealand Story. The story would contain the essential features that would drive attraction and develop the brand framework, tools, collateral and resources to bring the Southland Story to life and for different sectors to use it. This would involve a series of workshops, stakeholder interviews, and visual depictions to test the generic story. A second stage would apply the story to sectors – tourism, migrants, students – to ensure there is resonance across all important sectors

Market Insights Data – Undertake research with key stakeholders to capture and test key themes that make Southland a great place to live, visit, study, and do business.  This would involve around 50 face to face interviews aligned with the Southland Story development process.”

11      At the launch of SORDS in November 2016 the central government representatives confirmed a contribution of $50,000 towards market insights research and development of the Southland Story.

12      SORDS Programme Directors have confirmed Janette Malcolm has been engaged to lead the Southland Story Project. Attached is a copy of the project purpose and outline.

13      Unlike many of the other regional stories/frameworks that have been commissioned recently, this project is targeted internally within the region, with the identified need to build confidence with Southlanders.

14      It has been recognised that this project is about creating a master story, tools and resources that sub regions, communities, sectors and organisations can develop and adapt to tell their own stories.

15      The approach is community led with a variety of community engagement mechanisms intended to ensure there is community input and involvement.  This will provide a platform for the project leaders to canvas for stories of people, places and achievements that demonstrate and support Southland values and points of difference. It is anticipated these stories will reflect past, present and future.

16      As is detailed in the attached proposal it is the intent to establish a project advisory group to act as champions for the project and to ensure it fairly and reasonably represents the Southland region.

17      On meeting with the project lead Southland District Council has been requested to provide and confirm two elected representatives to ensure the District is covered appropriately.

18      Following consideration of this request it is recommended Cr Julie Keast and Cr Brian Dillon be considered as the Southland District Council representatives for this advisory group.

Issues

19      There are no clearly recognised or identifiable issues with Council being an active contributor to this project.

Factors to Consider

Legal and Statutory Requirements

20      There are no legal or statutory requirements needing to be considered in recommending Councillor involvement in this project.

Community Views

21      The Southland community has been invited for input to the development of the Southland Regional Development Strategy throughout 2015 -2016. As a result of this input and involvement the Southland Story project has been identified as a priority for the next phase of the implementation of SORDS.

Costs and Funding

22      There is no extraordinary expenditure to be incurred by Council in recommending Councillor involvement in this project.

Policy Implications

23      There are no policy implications for Council in recommending Councillor involvement in this project.

Analysis

Options Considered

24      Council has two options – (1) to endorse and support Councillor involvement in this project as members of the advisory group or (2) not to endorse and support Councillor involvement in this project as members of the advisory group.

Analysis of Options

Option 1 – To endorse and support Councillor involvement in this project as members of the advisory group

Advantages

Disadvantages

·        Ensures Council and the district is represented at the advisory group level for this project.

·        Ensures rural Southland is represented.

·        Ensures opportunity for a good cross section of Southland stories are reflected in the end product.

·        Continues to reinforce Southland District Council approach to being a willing partner in regional initiatives and a multi agency approach with a solutions focus.

·        There are no disadvantages inbeing involved.

 

Option 2 – To not endorse and support Councillor involvement in this project as members of the advisory group

Advantages

Disadvantages

·        There are no advantages in not being involved.

·        Southland District Council would forgo an opportunity to participate in a regional initiative.

·        Non involvement could compromise a true regional opportunity and representation for rural Southland stories to be told.

 

Assessment of Significance

25      This is not considered significant in accordance with Council’s Significance and Engagement Policy.

Recommended Option

26      Option 1 - To endorse and support Councillor involvement in this project as members of the advisory group

Next Steps

27      If Council support option 1 the SORDS officials will be informed of the decision and can advance the project accordingly.

 

Attachments

a             Southland Stories 22 Jan 2018 PowerPoint from SoRDS    

 


Council

22 February 2018

 


Council

22 February 2018

 

Venture Southland 2018 - 2019 Draft Work Programme

Record No:             R/18/2/2268

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To present for Council consideration the draft Venture Southland business plan/work programme for 2018/19. 

Executive Summary

2        Venture Southland is required every year as per the Heads of Agreement signed between signatory local authorities – Invercargill City Council, Gore District Council and Southland District Council – to produce an annual business plan.

3        The Heads of Agreement details the process for the development of the annual business plan – involving the signatory local authorities providing a joint letter of expectation outlining regional priorities and Southland District Council providing an individual letter of expectation outlining SDC specific community development priority projects.

4        As a result of the Southland Regional Development Agency establishment process currently being undertaken by Invercargill City Council, Gore District Council, Southland District Council and Environment Southland it has been informally agreed with Venture Southland that that there be a variation to the process for the development of the Venture Southland draft annual business plan 2018-2019.

5        There are a number of issues arising from previous decisions made by Council that need to be taken into account when it considers, provides direction and finally makes a decision on whether to approve the Venture Southland business plan. These include the:

·    Status of Venture Southland Heads of Agreement 2014-2017.

·    Implications of the notice of intention to exit from the Venture Southland Heads of Agreement and invoking the eighteen month notice period.

·    Implications for the Venture Southland 2018-2019 business plan/work programme.

6        Venture Southland has currently developed a draft business plan/work programme for the full 2018/19 financial year through to 30 June 2019. This does not recognise the decisions already made by the Gore District Council and Southland District Council to formally exit the existing Venture Southland Agreement from 1 February 2019. It is therefore proposed that Council ask Venture Southland to submit a revised business plan/work programme that reflects these previous decisions.

 

Recommendation

That the Council:

a)            Receives the report titled “Venture Southland 2018 - 2019 Draft Work Programme ” dated 7 February 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 its decision of 19 July 2017 to give notice to the Invercargill City Council and Gore District Council of its intention to exit the Venture Southland Agreement 2014 – 2017.

 

e)            Asks Venture Southland to prepare a work programme and budget from 1 July 2018 to 1 February 2019 for Council to consider – with deliverables to be negotiated based on being 7/12 of the operating year time and resource allocation and 7/12 of the allocated Southland District Council annual budget for Venture Southland contribution of $1,742,000 – or specifically $1,016,167.

 

f)             Request the Chief Executive to initiate discussions with Invercargill City Council and Gore District Council to determine the process by which the Venture Southland Heads of Agreement 2014-2017 exit process is to be managed.

 

g)           Notes that it will need to make decisions relating to the establishment and funding of the proposed Southland Regional Development Agency once the decision making process for this proposal is more advanced. 

 

 


 

Background

7        Venture Southland is required, as per the Heads of Agreement signed between signatory local authorities - Invercargill City Council, Gore District Council and Southland District Council, to produce an annual business plan.

8        The Heads of Agreement details the process for the development of the annual business plan. This involves the signatory local authorities providing a joint letter of expectation outlining regional priorities and Southland District Council providing an individual letter of expectation outlining SDC specific community development priority projects.

9        As a result of the Southland Regional Development Agency establishment process the Gore District Council and Southland District Council made a decision to exit the Venture Southland Agreement from 1 February 2019. Given this decision, and the fact that there will be a need for a new business plan to be developed for the Southland Regional Development Agency should this proposal be confirmed it had been informally agreed with Venture Southland that for the draft annual business plan 2018-2019 development there needs to be a variation to the ‘standard’ process.

10      In an email dated 1 December 2017 from Venture Southland CEO Mr Paul Casson – he indicated Venture Southland management “had a full planning day off site on Tuesday, it was a good chance for us to have a clear day to ourselves in order to review our current business plan and work towards having a plan to present to the Joint Committee on the 17 December including reviewing budgets, operations, human resources, facilities and future thinking on a range of issues.  At the moment we are continuing in a business as usual mode, however knowing as we have for the past two developed business plans that we would transfer to the priorities of the Southland Regional Development Strategy.”

11      As a result of receiving this email Southland District Council staff responded to Venture Southland also on 1 December indicating – “As discussed today and with reference to the paragraph I have highlighted in red below can you please email within the next couple of weeks your Business Plan information you have developed – then SDC can work with ICC and GDC to initiate a conversation in the New Year to confirm the Letter of Expectation of Regional Priorities to support the VS Business Plan for the period from 1 July 2018 through to February 2019.  I will also work with the SDC CPLs to develop the SDC letter of Expectation for SDC specific Community Development priorities as per previous years – and this will complement the process the CPLs are undertaking with the CDPs as per the project specified in this year’s LOE.”

12      Subsequent to this on 26 January 2018 Venture Southland sent the attached draft annual business plan 2018-2019 to the Invercargill City Council, Gore District Council and Southland District Council. In their covering email Venture Southland noted:

“Please find attached the draft Venture Southland 2018/19 Work Programme.

As discussed previously, this has been prepared without the letters of expectation this year, due to the ongoing discussion around the implementation of the Southland Regional Development Strategy.

The document prepared represents business as usual, with the following significant changes:

Greater emphasis on retaining and attracting a skilled workforce.  We have sourced additional funding for the Southland Youth Futures ($70k for two years), Job Search Assistance Programme ($85k for two years with potential for another two) and Welcoming Communities ($50k for two years).  We have also continued the Labour Market Coordinator position but reallocating internal budgets

We have sourced funding to run an intensive business accelerator programme and innovation workshops.  This funding is $52,000 for two years.

To balance the books for the 2018/19 year we have tentatively decreased the tourism marketing budget by $40,000 and community development by $10,000.  It is hoped that by the start of the 2018/19 financial year there will be some clarity over the future funding and these allocations will be revisited.  However it must also be noted that significant resource is going into tourism product development, which is shown under business expenditure.

With the additional funding mentioned above plus additional earth observation/ground station revenue expected, non-council funding has increased $180,000 ($1.77m from $1.59m)

I will prepare a budget in the next few weeks which works on the basis that Venture Southland will discontinue operating in Feb 2019.  Although I hope it doesn’t come to this obviously, it will be an interesting exercise to go though and can be factored into future plans.”

Issues

13      There is a need for Council to determine, in light of the decisions that it has previously made to exit the Venture Southland Agreement from February 2019, whether it requires that Venture Southland should prepare a draft business plan/work programme for the seven month period from 1 July 2018 to 1 February 2019.

Factors to Consider

Legal and Statutory Requirements

14      The Venture Southland Heads of Agreement 2014-2017 is an agreement between the three owner Councils – Invercargill City Council, Gore District Council and Southland District Council. There are three main clauses in the Venture Southland Heads of Agreement 2014-2017 relating to parties exiting the Agreement.  These are clauses 4.1 to 4.3.

15      Clause 4.1 provides: “The term of this Agreement for “VS” shall be from 1 July 2014 until 30 June 2017 and shall continue thereafter unless any party has given eighteen (18) months prior written notice of termination to the other Parties unless the Parties agree to a lesser period of notice. This agreement shall be reviewed at the end of 30 June 2017.

16      Clause 4.2 provides: “If a party terminates their interest in this Agreement (clause 4.1) then their members and their rights of appointment of member/s are discharged from when the notice expires (the ‘date of cessation’) without prejudice to any liabilities and commitments to the date of cessation.”

17      Clause 4.3 provides:  “If any commitment has been made under this Agreement (Schedule b) is greater than date of cessation then such commitment shall survive termination. For the avoidance of doubt if a commitment is made for a three (3) year term and the Cessation Date occurs within that term, then the term of commitment shall apply for the remainder of the three (3) year term even if the interest in this Agreement has been terminated by a party to the Agreement.”

18      As Gore District Council and Southland District Council have enacted clause 4.1 to terminate the Agreement, it would have been expected that the Venture Southland draft business plan and associated budget should reflect this decision. This would mean that the plan should be prepared for the seven month period from 1 July 2018 – 1 February 2019 rather than the full 2018/19 financial year as at present.

19      A decision to approve a Venture Southland business plan for the full 2018/19 financial year would be a decision that was inconsistent with the previous decisions made by both the Gore District Council and Southland District Council which would in turn raise a number of legislative breach and unauthorised expenditure issues for Venture Southland and the Southland District Council.

20      If Council were of a view that it wished to approve the draft 2018/19 business plan then it should first revoke its previous resolutions to exit the Venture Southland Agreement. The process required to be followed to revoke these resolutions is detailed in standing orders.

Community Views

21      The Southland Regional Development Agency establishment process has provided an opportunity for community input into matters related to regional development and future delivery structures.

22      Council is cognisant of the Southland Regional Development Agency establishment process currently underway and the timing of consideration for future structures is positive in relation to the exiting of the Venture Southland Heads of Agreement 2014-2017. If the four Southland Councils eventually confirm their decision to establish the new Agency then there will be a need for a business plan and annual work programme for the Agency to be developed in accordance with the process that will be provided for in its constitution.

23      These concurrent processes can and will complement each other effectively. 

Costs and Funding

24      Southland District Council has allocated $1,742,000 per year for regional development activity, which is currently undertaken via Venture Southland, in the current Long Term Plan 2015-2025.

25      With Council enacting the Venture Southland Heads of Agreement 2014-2017 exit clause as per clause 4.1 and giving notice that it is effective from 1 February 2019 it is contended the amount available for the remaining period of the Venture Southland 2018-2019 draft annual plan is for seven months.  The amount therefore available for allocation for this 7/12 period is in effect $1,016,167. 

26      Council would not want to find itself in a situation in which it had agreed to fund both Venture Southland and the proposed new Southland Regional Development Agency.  

27      Council will be provided further details and an approach as to what and how it may wish to proceed with regards the reallocation of the available funds as a result of exiting the Venture Southland Heads of Agreement 2014-2017. This will be the subject of a separate order paper once the exit process is underway and the Southland Regional Development Agency establishment process is further advanced.   

Policy Implications

28      Council does not have any formal policy on how it delivers and undertakes regional development activities. As a result there are no policy implications related to this matter.

Analysis

Options Considered

29      The Options available are for Council to endorse the previous decisions (Option 1) and require Venture Southland to prepare a business plan that reflects these decisions or to rescind the exit decisions (Option 2).

Option 1 – Endorse Previous Decisions

30      Under this option Council would confirm its previous decisions and require Venture Southland to prepare a work programme and budget from 1 July 2018 to 1 February 2019 for its consideration. The would be based on 7/12 of the operating year time and resource allocation and 7/12 of the allocated Southland District Council annual budget for Venture Southland contribution of $1,742,000 – or specifically $1,016,167.

31      Staff would also advance discussions with the Invercargill City Council and Gore District Council to determine the process by which the Venture Southland Heads of Agreement 2014-2017 exit process is to be managed.

Option 2 – Rescind Exit Decision

32      Under this option Council would move to rescind the previous decisions to exit the Venture Southland Agreement 2014 – 2017. This would then allow Council to proceed with considering the Venture Southland draft annual plan 2018- 2019 and associated budget for the 12 month period.

33      If this option were to be pursued there would also be a need for the Council to reconsider its commitment to the proposed new Southland Regional Development Agency.

 

Analysis of Options

Option 1 – Endorse Previous Decisions

Advantages

Disadvantages

§ Continues to support the clear and consistent message regarding future approach to regional development activities.

§ Is consistent with the previous decisions and resolutions made by Council during the current triennium.

§ Supports the approach and messages provided throughout the establishment phase of the Southland Regional Development Agency – specifically with regards to standing by the principles underpinning the SoRDS process – being:

Whole of Region – that the focus is on the whole region.

Simplicity - avoid over complication.

Public/private – partnership and collaboration.

Clarity of purpose – there is a clear vision, momentum and agility.

Economic, social, cultural and environmental – that all dimensions are considered.

Resilience – enduring structures that will stand the test of time.

Leadership, authority – structures that have stature nationally and locally.

§ Ensures due process is followed and the principles and purpose of agreements entered into with stakeholders are honoured.

§  Requires commitment and resource allocation to advance and fulfil the process required.

§  There is still no confirmed approach to the Southland Regional Development Agency establishment process which does not assist with providing clarity around future regional development delivery priorities and objectives at this stage. It also creates a level of uncertainty for Venture Southland.

 

Option 2 – Rescind Previous Decisions

Advantages

Disadvantages

§  Rolls over allocation of funding and budget amounts for activity undertaken by Venture Southland for the full 2018/19 financial year.

§  This promotes an inconsistent approach from Council and creates uncertainty.

§  This provides an inconsistent message to wider community stakeholders at a national, regional and local level with regards to Council’s approach to regional development in the future.

§  Is inconsistent with the mandate and direction provided by Council to staff and stakeholders.

§  Will create additional costs as Council would need to fund both Venture Southland and the proposed new Southland Regional Development Agency.

 

Assessment of Significance

34      This matter is not considered significant in terms of Council’s Significance and Engagement Policy. It is addressing issues relating to the development of the Venture Southland business plan for the period from 1 July 2018 to 1 February 2019 given the previous decision of Council to exit the Venture Southland Agreement in light of the decision to consult on the proposal to form a new Southland Regional Development Agency.

Recommended Option

35      It is recommended that Council adopt Option 1 and confirm its previous decision to exit the Venture Southland Agreement and therefore require to prepare a draft business plan and budget based on 7/12 of the 2018/19 year time and resource allocation and 7/12 of the allocated Southland District Council annual budget for Venture Southland contribution of $1,742,000 – or specifically $1,016,167.

Next Steps

36      Inform Invercargill City Council and Gore District Council as fellow signatories to the Venture Southland Heads of Agreement 2014- 2017 of Council’s decision and initiate the next steps accordingly.

37      Inform Venture Southland of Council’s decision and the associated requirements as a result for the development of the Venture Southland draft annual work programme 2018-2019.

 

Attachments

a             Venture Southland work programme 2018-19 - Draft January 2018    

 


Council

22 February 2018

 


Council

22 February 2018

 

Offer from Crown to Vest the Causeway and Land in Council along the Riverton Estuary

Record No:             R/17/12/32459

Author:                      Kevin McNaught, Strategic Manager Property

Approved by:         Ian Marshall, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To consider an offer from the Crown to the vesting of the Riverton causeway and Crown Land from Palmerston Street to Delhi Street in Council along the Riverton Estuary as a reserve.  The offer also includes declaring that part of the Crown Land occupied as part of Bath Street as legal road.

Executive Summary

2        Since the removal of the Railway Bridge over the Riverton Estuary some years ago discussions have been ongoing about the vesting in the Council of the remaining causeway. This causeway was left at the request of the Riverton Community/Aparima Community Board at the time for harbour protection, subject to maintenance work being completed to an appropriate standard by the Crown before being transferred to Council.

3        Over time the local community had also expressed an interest in the land along the estuary from Palmerston Street to Delhi Street coming under the control of Council. The northern part could not have been dealt with in the past given that land was held under occupation licences by local transport firms.

4        All the issues have now been resolved to a state where the Crown has now made the formal offer to Council to take over ownership of all the lands albeit as a local purpose (harbour protection) reserve, recreation reserve, and road.

5        The Riverton Harbour Subcommittee at its meeting on 24 July 2017 resolved that the causeway ownership can transfer to Council.

6        The Riverton Community/Aparima Community Board at its meeting on 12th February 2018 resolved to recommend to Council that Council accept the vesting subject to the land being cleared of debris.

7        The staff recommendation is that Council accepts the vesting from the Crown.

 

 

Recommendation

That the Council:

a)            Receives the report titled “Offer from Crown to Vest the Causeway and Land in Council along the Riverton Estuary” dated 14 February 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)           Resolves to accept the vesting from the  Crown for the following lands and purposes:

 

·      Sections 3 and 4 SO Plan 420004 as Local Purpose (Harbour Protection) Reserve and to become the responsibility of the Riverton Harbour Subcommittee.

·      Sections 1, 5 and 6 as Recreation Reserve and to become the responsibility of the Riverton Community/Aparima Board.

·      Section 2 SO Plan 420004 be declared road and vested in Council.

·      That the vesting of sections 1,5 and 6 not be undertaken untill the land has been cleared of all concrete, rock debris and any other materials dumped on the site.

 

 

Background

8        Since the removal of the Railway Bridge over the Riverton Estuary some years ago, discussions have been ongoing about the vesting in the Council of the remaining causeway. This causeway was left at the request of the Riverton Community/Aparima Community Board at the time for harbour protection, subject to maintenance work being completed to an appropriate standard by the Crown before any transfer to Council.

9        Recently work was undertaken, by the Crown, to bring the structure up to the standard acceptable to the Riverton Harbour Subcommittee.

10      Over time the local community had also expressed an interest in the land along the estuary from Palmerston Street to Delhi Street coming under the control of Council. The northern part could not have been dealt with in the past given that land was held under occupation licences by local transport firms.

11      Also part of the Crown land is occupied as Bath Road therefore it is appropriate to change that land status to legal Road at the same time.

12      All the issues have now been resolved to a state where the Crown has now made the formal offer for Council to take over ownership of all the lands albeit as a local purpose (harbour protection) reserve, recreation reserve, and road.

 

Issues

13      All issues have now been resolved to a position where the ownership of the land can transfer from the Crown to Council.

14      While it is not an issue, the causeway was left at the request of the Riverton Community/Aparima Community Board at the time, and this was a condition of the resource consent for the bridges and other causeway removal. Given the required works are now up to standard, Council has little option other than to accept the vesting.

Factors to Consider

Legal and Statutory Requirements

15      The actions are being undertaken pursuant to the Public Works act 1981 and the Reserves Act 1977.

16      The vesting in Council under the Reserves Act does not trigger the creation of Esplanade Reserves under the control of the Department of Conservation and all land will vest in Council.

17      The vesting’s “in trust” for the stated purpose means that Council is the owner of the lands for the purposes, but the Crown retain a revisionary right to get the lands back if Council subsequently resolves that it no longer requires the lands.

18      This will not apply to Section 2 as this vesting will make the land road like all others in the District.

 

Community Views

19      The Riverton Harbour Subcommittee at its meeting on 24 July 2017 resolved that the causeway ownership can transfer to Council given the repair work was completed to a satisfactory and enduring standard, and that future upkeep will rest with Council through the Subcommittee.
This relates to Sections 3 and 4.

20      The Riverton/Aparima Community Board at its meeting on 12 February 2018 agreed to make the above recommendations to Council.

d)         Recommends to Council that:

 

§ Sections 3 and 4 SO Plan 420004 be vested in Council as Local Purpose (Harbour Protection) Reserve and become the responsibility of the Riverton Harbour Subcommittee.

 

§ Sections 1, 5 and 6 be vested in Council as Recreation Reserve and become the responsibility of the Riverton/Aparima Community Board.

 

§ Section 2 SO Plan 420004 be declared road and vested in Council.

 

§ That the vesting of sections 1,5 and 6 not be undertaken untill the land has been cleared of all concrete, rock debris and any other materials dumped on the site.

 

Costs and Funding

21      All lands are vesting free of charge however a nominal amount of $10.00 is applied to the road as Council will become the owner and not subject to any revisionary rights like the other lands.

22      There may be some minor costs for the Department of Conservation to publish the relevant Gazette Notices confirming the vesting offer.

Policy Implications

23      None identified.

Analysis

Options Considered

24      To accept or decline the offer of vesting’s.

Analysis of Options

Option 1 - Accept the vesting offer

Advantages

Disadvantages

·        Completes the transfer of ownership of the causeway to Council.

·        Places all of Bath Road on Council owned land.

·        Creates a potential site for a dump station in this location on Council owned land.

·        Allows for the further development and beautification of the lands along the bank of the estuary for the benefit of the town and community.

·        Will be some cost to the Riverton/Aparima Community Board to develop the land along the estuary

 

Option 2 - Decline the vesting offer

Advantages

Disadvantages

·        No funds will be required to develop and beautify lands

·        Will create an issue in regard to the causeway ownership and possible legal claims if Sections 3 and 4 not accepted.

·        Unlikely to have the lands developed and beautified if owned by a third party.

 

Assessment of Significance

25      Not considered significant.

Recommended Option

26      Option 1 – accept the vesting.

Next Steps

27      Notify the Department of Conservation and have actions completed.

 

Attachments

a             Plans photos and documents - Crown Land vesting at Riverton    

 


Council

22 February 2018

 


 


 


 


 


Council

22 February 2018

 

Clarification of a project planned for the current financial year - new toilet and ground works at Fern Gully on Stewart Island/Rakiura

Record No:             R/18/2/3077

Author:                      Kevin McNaught, Strategic Manager Property

Approved by:         Ian Marshall, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Background

1        Around 2016 as part of an annual plan process due to increasing demand, a new project was added by the Stewart Island/Rakiura Community Board called “Turnaround area at the end of Rakiura track” and coded to the budget of Streetworks for the 17/18 year. The proposed value was $12,000 to be funded from the reserves of the Stewart Island Community Board.

2        The project was always intended to be the provision of a new toilet as well as ground works for the same and the creation of a small parking area. Unfortunately the wording of the project did not reflect the correct intention of what was proposed.

3        After discussing the anomalies with the Chief Executive, his preference was to seek Councils approval to proceed with the project with its correct description and approve the provision of a new toilet to be funded from the reserves of the Stewart Island/Rakiura Community Board, given toilets are normally district funded.

4        The budget for the project is $12,000 for the provision of a Norski long drop Wilderness Toilet. Costs reconfirmed recently are provision and delivery to Bluff at a cost of $7649.47, with the balance to the project being freight, ground works and installation.

5        Officers confirmed the Department of Conservation will help with the installation of the toilet and agree to fund all cleaning and products. The cost of annual sewage removal to be shared 50/50 with Council costs to be around $500 per annum to be charged to the district toilet activities.

 

 

Recommendation

That the Council:

a)            Receives the report titled “Clarification of a project planned for the current financial year - new toilet and ground works at Fern Gully on Stewart Island/Rakiura” dated 14 February 2018.

 

b)           Confirms the scope of works of the 2017/18 project number 840-A as being; the provision of a new toilet and ground works at Fern Gully on Stewart island/Rakiura.

 

c)            Notes that the Department of Conservation will help with the installation of the toilet and have agreed to fund all cleaning and products and the cost of annual sewage removal to be shared 50/50 between Department of Conservation and Council and those costs be charged to the district toilet activities

 

d)           Confirms the funding for undertaking the project being the reserves of the Stewart Island/Rakiura Community Board and that the annual sewage removal costs be funded from the district toilets budgets.

 

 

Attachments

There are no attachments for this report. 

 


Council

22 February 2018

 

Management Report

Record No:             R/18/2/2777

Author:                      Steve Ruru, Chief Executive

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Chief Executive

Havelock North Water Inquiry 

1        The Stage Two report from the Havelock North Water Inquiry, which focuses on how water is managed across the country was released in early December. A copy of the report is available on the Department of Internal Affairs website (https://www.dia.govt.nz/Government-Inquiry-into-Havelock-North-Drinking-Water).

2        The report highlights a number of deficiencies with the way in which water is managed across New Zealand. These include a number of significant problems with the way in which the Ministry of the Health has exercised its responsibilities. The report notes that there are in excess of 900 operators of networked water supplies in New Zealand and hence the issues are much wider than just local government albeit that the provision of drinking water is an important local government function.

3        The Inquiry report makes a number of recommendations including:

·      Establishment of an independent drinking water regulator. It is expected that the Government will move to have such an agency established within the next twelve months

·      The creation of dedicated and aggregated drinking water suppliers. This could see the management of water removed from local authorities

·      Mandating universal treatment of water supplies. This would mean, for example, that water supplies that are not chlorinated and/or do not have direct forms of treatment would be legislatively required to do so. This move will not necessarily be popular with communities, such as Havelock North and Christchurch that have historically not had formal treatment and residual disinfection systems in place

·      Establishment of a licensing and qualifications system for drinking water suppliers and operators

·      Mandating collaboration between the different agencies involved with the management of water

·      Improve resourcing and capability of drinking water assessors

·      Amending the Resource Management Act to require the protection of drinking water supply catchments.

4        While the report is still being considered by Ministers it is expected that Government will move with some speed to address the recommendations. In this regard the Director-General of Health issued a formal notice, under the Health Act, encouraging all local authorities to consider the Inquiry report recommendations and the importance of having an appropriate level of treatment and residual disinfection in drinking water supplies.

5        The key implications of the Inquiry findings are likely to include:

·      A significant lift in the standards that all drinking water suppliers are required to meet. These standards will likely be rigidly enforced

·      There will be a need for significant investment in asset management planning and the maintenance/renewal of the assets used to deliver water. The argument of ‘sweating the assets’ will likely be very closely scrutinised by any new regulatory agency and auditors. As part of the current 2018 LTP audit process Audit NZ have already asked staff for further information on how this Council has addressed the findings in their planning for the future management of Council water supplies

·      There will be increased costs which will ultimately need to be funded by the end user, which in the case of local government will be ratepayers. Where capital is required then the owners will need to use their balance sheet, including the appropriate use of debt, to fund these costs

·      There could well be flow-on changes needed to the way in which drinking water supply catchments are managed. This could obviously have flow-on impacts for other users of these catchments.

6        It will be important for Council to continue to monitor developments in response to the Stage 2 report. Staff would also encourage all elected members to read the full report. There are a number of observations made that are of relevance to all local authorities.

Water 2050 Project

7        To ensure that it can provide a local government sector perspective on water issues in the year ahead LGNZ are progressing their Water 2050 project.

8        The project seeks outcomes in the following five areas:

·      Allocation – the establishment of a framework that efficiently allocates water between competing uses

·      Quality – A coherent policy framework for water quality that considers costs and meets communities’ expectations and national standards

·      Infrastructure – Three waters infrastructure that is fit-for-purpose, resilient and that affordably meets communities’ expectations and national standards

·      Cost and funding – An up-to-date cost of infrastructure and a comprehensive toolbox for funding three waters infrastructure

·      Governance – A coherent governance and policy framework to manage water across central and local government.

9        LGNZ will be seeking a range of information from across the sector as the work on this project proceeds.

Climate Change

10      In December 2017 the Government released the Climate Change Adaptation Technical Working Group’s (CCATWG) first stocktake report on Adapting to Climate Change in New Zealand.  A copy of the report is available on the Ministry for the Environment website (www.mfe.govt.nz).

11      The report focuses on the current level of progress being made across the country and different sectors in adapting (as distinct from mitigation actions) to climate change. The report identifies gaps in knowledge and work programmes.  Overall, it highlights that there is significant work to be done across all sectors, including central and local government, that need to be adapting to the impacts that climate change will bring.

12      The stocktake report will inform the CCATWG’s second report on New Zealand’s options for addressing and building resilience to the effects of climate change, which is due to be released in March 2018. 

13      A recent Newsroom article has highlighted the additional adaptation challenges that New Zealand communities may face in circumstances where insurers and banks refuse to reinsure or lend money for the purchase of properties exposed to climate change risks, and in particular sea level rise and other coastal hazards.  A copy of the article can be viewed at the following link (www.newsroom.co.nz/2018/01/14/74263/the-risks-of-living-near-the-ocean). The issues raised in the Newsroom article are timely given the coastal flooding events in the upper North Island during the Xmas/New Year period and the issues at Colac Bay that this Council has had to address.

14      There is a need for a national and district policy discussion about where responsibility (including fiscal responsibility) for adaptation actions needs to fall. This is an issue that staff have identified but are yet to fully scope and prioritise. Councillors will be aware that some of these issues were discussed with Mayor Gary Webber from the Western Bay District Council during his recent visit to Southland.

15      In May Central Government are expected to initiate a public consultation process on the proposed Zero Carbon Act which will provide the legislative platform to move towards their goal of NZ being carbon neutral by 2050.

16      The consultation process is expected to look at the question of what targets should form the basis of a Zero Carbon Act, what provision the Act should make for adaptation, what work an independent climate change commission would carry out and whether the agriculture sector should be included in the Emissions Trading Scheme.

Civil Defence Review

17      Central Government have recently released the report Better Responses to Natural Disasters and Other Emergencies report which is the response to the Ministerial review of current approaches to the management of civil defence emergencies.

18      The review was initiated by the previous government following concerns about the way in which the civil defence system had managed the Kaikoura earthquake and Port Hills fire events. A copy of the report is available on Department of Prime Minister and Cabinet website (www.dpmc.govt.nz/our-business-units/ministry-civil-defence-emergency- management/ministerial-review-better-responses). 

19      The report makes a number of recommendations about how the current system can be improved including ensuring adequate funding, the development of a more professional system by raising standards, encouragement for greater local collaboration and the creation of a new national emergency management agency.

20      There will be a period of consultation with the local government sector on the report’s recommendations before Government makes any final decisions.

Local Government Risk Agency (LGRA)

21      To assist local authorities develop a better understanding of and address some of the risks from all natural disasters, Local Government NZ have been advocating for the formation of a new Local Government Risk Agency. The proposed agency would operate in a way that would allow local authorities to retain a good level of control over how they manage and deal with the risks that eventuate.

22      A business case seeking support for the formation of the Agency was presented to Government some time ago.

Southern Tourism Opportunities Workshop

23      As noted in the December Management report the Queenstown Lakes District Council, (QLDC) and MBIE hosted a southern tourism opportunities workshop in Queenstown at the end of November.

24      The workshop provided the opportunity for stakeholders from the tourism industry, local and central government to look at the issues and opportunities affecting the development of tourism across the bottom half of the South Island and how they can work together in a more coordinated and collaborative way.

25      While there is still further work to be done to look specifically at how any collaborative arrangements might work and what pieces of work should be developed through such an arrangement it is clear that there is much to be gained, from a Southland and bottom of the South Island perspective, to be gained from working together.  While, some might see Queenstown and its interests as being different to those of Southland, it is clear that this is not the case. It is in Southland’s interests to work closely with Queenstown and other regions across the bottom of the South to ensure that we all benefit from the opportunities that exist in the tourism sector. This approach aligns very strongly with the Government’s approach to Regional Economic Development and so it is critical that we pursue these sorts of collaborative approaches. 

26      A further follow-up workshop is to be held later this year. Staff see it as important that Southland have an input to this ongoing work. 

Southland Regional Development (SORDs)

27      In September last year the four Southland Councils released the statement of proposal relating to the formation of a council controlled organisation (CCO), to lead regional development activity. 

28      There were a number of very strong submissions received which raised points that have been carefully considered by the Joint Committee appointed to hear the submissions and make recommendations to the Councils on how they should move forward. It is expected that the formal report from the Committee will be submitted to each of the four Councils for considering during March.

29      Alongside of the process being pursued to determine whether to proceed with the development of a new regional development agency work is also being progressed on a number of the individual project streams identified through the original SORDs Action Plan. This includes the work associated with the Milford Opportunities Project, which is commented in this report.

 

Whakamana te Waituna Trust

30      Council approved at its meeting on 31 January the formation of a new Trust to lead the implementation of the Strategy and Action Plan that has been developed to improve the environmental well-being of the Waituna lagoon and broader catchment. This work will initially be funded via a $10 million work programme that is to be funded via a $5 million received from the Ministry for the Environment’s Fresh Water fund and local share contributions from the various partners involved.

31      Formation of the Trust is an important milestone in the ‘multi agency’ partnership arrangement between Ngai Tahu, DOC, ES, Fonterra and SDC which has been in place for a number of years.   

32      The Trust will be led by nine trustees, including two that are able to be appointed by SDC. Cr Duffy and Cr Keast are the two trustees that Council has initially appointed. The Trust Deed was acknowledged and formally signed at the Waitangi Day celebrations held at Bluff. 

 

Community and Futures Group

MBIE Stewart Island Community Plan Update

33      In August 2017, the Ministry of Business, Innovation and Employment approached Council, to lead a programme of development and consultation around opportunities and planning for the future of Stewart Island.  The catalyst behind this was the Bonamia Ostreae parasite that has devastated oyster production on Stewart Island.  Council engaged Christchurch based independent consultant, Sandra James to undertake this work.

34      The purpose of the project is to determine the short, medium and long term community vision for the future sustainability and growth of Stewart Island Rakiura.  It will also identify the infrastructure and social structure needed to support the achievement of the overall goals. The Community Plan for Stewart Island, will have alignment to the District’s Community Leadership Plans currently underway, and entering Phase three later in the year.

35      The Stewart Island community have had opportunity to speak extensively with the consultant over numerous occasions, take part in community workshops, a community fete, and contribute to the plan through multiple surveys.  An interim report has been submitted to Council and identifies a number of key issues for the future development of Stewart Island.  The final report will be prepared for Council in February/March 2018 to consider the views and aspirations of those living on the island.  Through funding provided by MBIE there is a further opportunity to investigate one or two investment plans for future development on Stewart Island.

Welcome Ambassador Project Update

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

37      A meeting of Council and community development staff in December 2017 and January 2018 has determined a public meeting to be held on 7 March 2018, 7.30pm at the Te Anau Club.  The objective of the public meeting is to seek interest from the wider community in taking part in, and take ownership of the project.  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 Canterbury to date.  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.

38      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.

Community Organisation and Volunteer Sector Shared Services Pilots

39      The purpose of this project is to develop and run 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 within the Southland district.

40      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.

41      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.

42      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.

43      Council and 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.

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

Lumsden Railway Precinct upgrade

45      MBIE announced in mid-December 2017 that Council’s funding application for the Lumsden Railway Precinct upgrade had been successful in its application for co-funding of the upgrade to the town centre in the amount of $220,565.

46      Since that time an internal staff working group has been formed to ensure the planed works are completed within the scope of the application and to a standard that is able to be replicated around the District. 

47      At the time of writing this report the formal contract had not yet been received from MBIE however, Venture Southland staff are currently following this up.

48      In the meantime the scope of works has been reviewed by the internal working group and staff are currently working with the contractors who provided the quotes for the funding application to finalise details and establish commencement dates for the work. 

Community Leadership Planning Process – Phase Three Update

49      Phase one was completed in April 2017 and phase two in November 2017.  Both phases comprised multiple workshops being held around the District with elected members (phase one) and key stakeholders (phase two) being invited to participate. 

50      Phase three is the next step in the 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 phase three until mid-year.

51      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 Community Partnership Leaders, other staff and key stakeholders (still be to 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. 

52      The significance of youth input into this process was also identified as being important and staff are currently investigating options for engaging with the District’s youth such as Youth Council, visits to schools etc.

Community Governance Project and Representation Review

53      On 8 February the Community and Policy Committee considered a report that provided an update on the Community Governance Project and a summary of the community conversations held in November.   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 Southland district.  It is also looking to deliver equity of representation and keeps local input and involvement at its centre. 

54      A survey to seek views has been available since November. Information to date shows over 90 percent wanted to see full district wide coverage of community boards.  Discussion at each conversation was in depth and engaging.  Workshops were held for community development area subcommittees and community boards to provide an opportunity to give feedback prior to the Council adopting an Initial Proposal for consultation.  This will happen in April.  A public consultation period will then follow and council will adopt a Final Proposal in July.  This will then go to the Local Government Commission for appeal/objections.

55      In addition, together with the proposal Council is providing a paper that will provide information on how the proposed new governance structure will be supported.  It will include input for the draft terms of interest, roles and responsibilities, operating protocols for governance groups and reporting relationships.  It will also comment on work that still needs to be completed including district versus local service delivery responsibilities, revenue and funding models and it will also refer to other examples and learnings from other Councils.

Milford Opportunities Project

56      On the 16th of November 2017 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).

57      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.

58      The RFP was advertised on the 23rd of November. 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. 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.

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

Tourism Infrastructure Fund

60      The Community and Policy Committee at its meeting on the 8th of February endorsed the development of funding applications for the Te Anau Wastewater Scheme and the Southern Scenic Route open spaces bundle of projects covering Waikawa Domain, Monkey Island, Clifden Bridge and Te Anau. The funding round is expected to open late February and close at the end of March or early April.

Community Futures 2040 – towards the 2021 LTP

61      The Community and Policy Committee at its meeting on 8 February 2018 received an update to the Community Futures 2040 work being undertaken and was presented with the “Shaping Community Futures Draft Compendium Report January 2018” produced by BERL.

62      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.

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

64      What was identified early on in the development of the 2018-2028 Long Term Plan was that Council needs 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.

65      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.

66      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.

67      BERL presented a summary of the “Shaping Community Futures Draft Compendium Report January 2018” – being a thorough statistical analysis of the local economy and the communities in the District.

68      The report includes:

·      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.

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

70      In summary the report implies that general wellbeing in Southland District overall, relative to national comparisons, is high.

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

·      Over time decline of international migration

·      Over time decline for home ownership.

72      The report provides a significant amount of specific comparative analysis information for Southland District compared to New Zealand and it provides the same level of information for each of the communities of interest identified and comparative analysis of how each community of interest compares relative to the District.

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

·      Wellbeing in Southern and Central communities of interest areas is high.

·      Wellbeing in Fiordland, North-Eastern, Northern and Stewart Island Rakiura communities of interest areas is moderate.

·      Wellbeing in Western communities of interest areas is low.

 

Information Management

Core Systems Review Scoping Report

74      Development of the Core Systems Review scoping project started in December and is progressing well with a number of workshops and planning meetings happening. The end result of this work will be a formal business case that will be presented to Council in the first part of 2018.

75      The project scoping work will include a range of discovery, scoping and validation work that will enable staff to provide Council with a level of confidence around the whole Core Systems Review programme.

76      Further refinement has been completed following work and engagement with Council external vendor Effectus Limited.  The core framework that the business case will provide has been redefined into the following areas:

·      Change Management – This will be a key area for Council to ensure the success of the overall Core Systems Project.

·      Data as an Asset – The underlying requirement for a number of identified business improvement and system improvements will be having a clear data governance framework. Council inherently has numerous and large datasets that need to be managed and controlled with a view to gaining greater insight for future projects and activities.

·      Business Capability Building – Council is using an external model to benchmark our existing processes. Works are/have been scheduled to collect and validate existing processes, the risks, issues and opportunities for improvement.  This piece of work will provide Council staff an insight into the areas where risks existing and a structure prioritisation process can be completed

·      Strategic System Implementation – The larger pieces of defined systems work that relates to the HR/Payroll/Health and Safety, Financial Systems, and Electronic processing systems.

·      BAU (Business as Usual) Improvements – There are a number of areas where we have already identified improvements to systems which will be enabled for other activities.  This part of the project will also focus on the improvements to existing processes that will ultimately lead to more effective and efficient service delivery.

Project Goals

77      The project goals that the Core Systems Review have defined are below and show the linkages to the overall project.


 

Communications Strategy and Engagement Planning

78      Council staff are developing a communications and engagement plan as part for scoping work.  The messaging that will be used should clearly articulate what Council is expecting and working towards.  One key part is that this is an organisation project that will need the support of Council, ELT and Team Leaders.

79      A key theme that will be part of the communication plan will be that the Core Systems Project, whilst it has strong linkages to existing IT systems, there is a large component that we need to approach this project as an organisational change project that all staff will need to be part of for the project to realise the goals and deliver value on the investment Council has approved.

Data Governance

80      The Data Governance package (under the Data is an Asset) will be a cornerstone for the CSR project and aims to supports Council’s strategic framework and specifically strategic priorities:

·      Improving how we work – the key aspects listed under this priority all rely on good recordkeeping practices to improve how we work. 

·      Business improvement work, robust project management, community partnerships, doing what we say we will, culture, focus on customer support, significant projects managed effectively and ease of doing business all rely on sound records and information management practices implemented, adhered to and monitored across the organisation. 

·      Provide appropriate infrastructure/services – the key aspects of this priority talk about cost effective and efficiently managed infrastructure and services, ensuring legislative compliance, considering alternatives and mitigating risk. 

·      These activities rely heavily on records and information to support the objectives and provide evidence.

·      Make informed decisions – the key aspects of this priority all relate to our communities.  To make informed decisions in partnership with our communities Council relies heavily on access to records and information to understand the past and the present and the way forward

The Finance and Audit Committee received a report on this project at its 13 December 2017 meeting.

Digitisation Project Update

81      Council has confirmed that Power Business Systems have completed the process of scanning Council’s property files and closing this part of the project.  A final project report will be presented to the Finance and Audit committee in March.  The project has moved into populating the electronic files into Councils systems for future access.

82      The last pieces that were completed by PBS related to the following large ‘properties’:

·      Fonterra (132 volumes) was scanned as a scan on demand request although the collection had been prepared at the time of making the request.

·      Alliance Lorneville (20 volumes), Alliance Makarewa (10 volumes) were scanned as scan on demand requests.

·      Distinction Hotel Te Anau (14 volumes) was scanned in October along with a number of other large properties including Menzies College and hotels in Winton and Riversdale

83      Council officers will be developing and refining the protocol for public access – These will be available by kiosks initially and then the wider Council website once the QA process has been completed.  Council is working through the recommendations outlined by the Privacy commission on best practice for showing this information online. 

 

Customer Support

84      Currently our teams are working towards changing over to a new interface for our “Request for Service” system.  While there is no change for the community, for staff this requires training and support.  Staff are working through training plans and scheduling time for participants.  Our regular users will see different faces behind the counters at times as we have people out for training.

Libraries

85      With the approval of unbudgeted expenditure by Council to join Kōtui, work has begun on the transition to the Library Management System on 3 May 2018.  For customers this means they will receive new Library cards which were designed by members of our Communications team.  The cards also include a versatile “snap off” tab that can be added to a key ring.  Prior to implementation, there will be three days where the libraries will be unable to issue or return books, however, the libraries will still be open providing access to newspapers, Wi-Fi and computers as normal.  These dates will be advertised well in advance.

 

Services and Assets

Te Anau Wastewater

86      A business case for the Kepler option was considered by Council at its 13 December meeting. As part of its approval for the next stage of works Council has asked that further work be progressed to evaluate the merits of subsurface drip irrigation as compared with the currently consented centre pivot irrigation.

87      The request to investigate further subsurface drip irrigation raised a number of issues which are currently being investigated further do that comprehensive advice can be provided back to Council. These include:

·    The process and estimated timeframes that would need to be followed to obtain a decision on the resource consent and any other approvals that might be required to proceed with a subsurface disposal option

·    The financial implications and relative costs and benefits of proceeding with subsurface disposal and whether these represent financially prudent spending given the financial management requirements that Council has under the Local Government Act 2002

·    The decision-making process that the Council would need to follow, given the decision-making provisions of the Local Government Act 2002, if it were to form the view that it was desirable to proceed with the implementation of subsurface drip irrigation

·    The alternative options which might exist for funding the increased costs of subsurface drip irrigation

·    An analysis of the risks associated with the implementation of each option

·    The timeframes that would be associated with proceeding with the further development and implementation of each option.

88      Work is being progressed to look at each of the above issues in some depth. At this stage it is not possible to put a definitive timetable on when a further business case will be able to reported back to Council as staff are still in the process of arranging access to the appropriate range of professional skills needed to resource this work. 

Golden Bay Wharf

89      In early 2017 South Port indicated a desire to exist ownership of the Golden Bay Wharf. This followed on from an engineering assessment of the facility which indicated that there was a need for a complete rebuild of the facility as soon as practicable and a decision that they were not prepared to fund the necessary redevelopment of the facility.

90      Following an approach from South Port, Council initiated a community engagement exercise to seek community views on the issues relating to the ownership and strategic importance of wharfing facilities to the Island and the Golden Bay facility in particular. The outcomes from this process were reported back in a July 2017 report from Sandra James. This report highlighted the importance of this facility and other wharves to the Stewart Island community. 

91      In September 2017 the Stewart Island Jetties Subcommittee, Community Board and Council agreed that Council should enter negotiations to see whether it was possible to reach a contract which allowed for the transfer of the facility into Council ownership on acceptable terms and conditions.  There have been a number of discussions held to date to work through the range of issues involved with the transfer of this facility and these discussions are continuing. The condition of the facility and the way in which it is used create a number of risk issues which need to be carefully considered.

Water and Wastewater Operations

92      There was some pressure on water operations around the district as a result of the prolonged dry summer period.

93      Due to the prolonged dry conditions a sprinkler ban was imposed in a number of communities.  This was briefly increased to a full hosing ban for two days in January for Tuatapere and Te Anau.  Demand is currently being met in all schemes.  The Homestead Stock water scheme is currently at some risk due to the ground water level dropping close to the depth of the bore.  Consumers on this scheme have been warned and advised to make plans in case the scheme should run dry.

94      The Te Anau waste water ponds had a partial flip in November, resulting in four odour complaints from the closest houses.  Intervention efforts were successful and the odour issue resolved in one day.  At the time the new aerators which has been arranged for the pond had just arrived in the country so installation was fast tracked. There have been no further issues since the new aerators have been operational despite record high temperatures.

 

Recommendation

That Council:

a)            Receives the report titled “Management Report” dated 8 February 2018.

 

 

Attachments

There are no attachments for this report.  

  


Council

22 February 2018

 

2018 Southland District Council Scholarship Recipients

Record No:             R/18/2/2714

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

2018 Scholarship Applicants               

1        The Southland District Council Community and Policy Scholarship and Bursaries Interview Panel conducted scholarship applicant interviews on 18 January 2018.

2018 Scholarship Recipients

2        Centennial Bursary (2,000 each recipient): Katelin Cotter and Connor Ballantyne.

3        Valmai Robertson Arts Scholarship ($2,500 contestable): Jordis Cowan $250, Ella Kutsyk $250, Tess Kutsyk $250, Tallulah Cockburn $250, Noah Cockburn $250, Kayla Barker $250, Shauna McLean $250, Isabelle Guise $375, Dashane Du Plessis $375.

4        ‘Eric Hawkes Memorial’ Outward Bound Scholarship 18 – 27 years: Jamie Campbell.

5        ‘Eric Hawkes Memorial’ Employee Outward Bound Scholarship: Gloria Eno.

 

Recommendation

That the Council:

a)            Receives the report titled “2018 Southland District Council Scholarship Recipients” dated 8 February 2018.

 

b)           Approves the 2018 Southland District Council scholarship recipients as recommended by the Southland District Council Scholarship and Bursaries Interview Panel – being:

·                Centennial Bursary (2,000 each recipient): Katelin Cotter and Connor Ballantyne.

·                Valmai Robertson Arts Scholarship ($2,500 contestable):
Jordis Cowan $250, Ella Kutsyk $250, Tess Kutsyk $250, Tallulah Cockburn $250, Noah Cockburn $250, Kayla Barker $250, Shauna McLean $250, Isabelle Guise $375, Dashane Du Plessis $375.

·                ‘Eric Hawkes Memorial’ Outward Bound Scholarship 18 – 27 years:
Jamie Campbell.

·                ‘Eric Hawkes Memorial’ Employee Outward Bound Scholarship:
Gloria Eno.

 

 

Attachments

There are no attachments for this report. 

 


Council

22 February 2018

 

Minutes of the Edendale-Wyndham Community Board Meeting dated 24 October 2017

Record No:             R/17/12/30159

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Edendale-Wyndham Community Board meeting held 24 October 2017 as information.

 

 

Attachments

a             Minutes of Edendale-Wyndham Community Board Meeting dated 24 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Otautau Community Board Meeting dated 19 October 2017

Record No:             R/17/12/29923

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Otautau Community Board meeting held 19 October 2017 as information.

 

 

Attachments

a             Minutes of Otautau Community Board Meeting dated 19 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 February 2017

Record No:             R/17/11/28930

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 13 February 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 13 February 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 10 April 2017

Record No:             R/17/11/28932

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 10 April 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 10 April 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 12 June 2017

Record No:             R/17/11/28933

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 12 June 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 12 June 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 15 August 2017

Record No:             R/17/11/28936

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 15 August 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 15 August 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 30 October 2017

Record No:             R/17/11/28940

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 30 October 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 30 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Tuatapere Community Board Meeting dated 17 October 2017

Record No:             R/17/12/30250

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Tuatapere Community Board meeting held 17 October 2017 as information.

 

 

Attachments

a             Minutes of Tuatapere Community Board Meeting dated 17 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Wallacetown Community Board Meeting dated 26 October 2017

Record No:             R/17/11/29009

Author:                      Fiona Dunlop, Committee Advisor

Approved by:         Fiona Dunlop, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Wallacetown Community Board meeting held 26 October 2017 as information.

 

 

Attachments

a             Minutes of Wallacetown Community Board Meeting dated 26 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Winton Community Board Meeting dated 9 October 2017

Record No:             R/17/12/29563

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Winton Community Board meeting held 9 October 2017 as information.

 

 

Attachments

a             Minutes of Winton Community Board Meeting dated 9 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017

Record No:             R/17/11/28950

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receive the Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017 for information.

 

Attachments

a             Minutes of Stewart Island Jetties Subcommittee Meeting dated 1 September 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island Jetties Subcommittee Meeting dated 30 October 2017

Record No:             R/17/11/28944

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island Jetties Subcommittee meeting held 30 October 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island Jetties Subcommittee Meeting dated 30 October 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Stewart Island/Rakiura Visitor Levy Subcommittee Meeting dated 29 June 2017

Record No:             R/17/11/28942

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

Approved by:         Kirsten Hicks, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Visitor Levy Subcommittee meeting held 29 June 2017 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Visitor Levy Subcommittee Meeting dated 29 June 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Te Anau Basin Water Supply Subcommittee Meeting dated 8 August 2017

Record No:             R/18/1/552

Author:                      Jenny Labruyere, Committee Advisor/Customer Support Partner

Approved by:         Jenny Labruyere, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Te Anau Basin Water Supply Subcommittee meeting held 8 August 2017 as information.

 

 

Attachments

a             Minutes of Te Anau Basin Water Supply Subcommittee Meeting dated 8 August 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Manapouri Community Development Area Subcommittee Meeting dated 30 August 2017

Record No:             R/18/1/644

Author:                      Jenny Labruyere, Committee Advisor/Customer Support Partner

Approved by:         Jenny Labruyere, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Manapouri Community Development Area Subcommittee meeting held 30 August 2017 as information.

 

 

Attachments

a             Minutes of Manapouri Community Development Area Subcommittee Meeting dated 30 August 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Otautau Community Board Meeting dated 7 December 2017

Record No:             R/18/2/3144

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Otautau Community Board meeting held 7 December 2017 as information.

 

 

Attachments

a             Minutes of Otautau Community Board Meeting dated 7 December 2017 (separately enclosed)

 


Council

22 February 2018

 

Minutes of the Riverton/Aparima Community Board Meeting dated 11 December 2017

Record No:             R/18/2/3145

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Riverton/Aparima Community Board meeting held 11 December 2017 as information.

 

 

Attachments

a             Minutes of Riverton/Aparima Community Board Meeting dated 11 December 2017 (separately enclosed)

   

 


Council

22 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.

C10.1 Update on Representation Review

C10.2 Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 12 June 2017

C10.3 Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 1 September 2017

C10.4 Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 30 October 2017

C10.5 Public Excluded Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017

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

Update on Representation Review

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

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.

Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 12 June 2017

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

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

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

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.

Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 1 September 2017

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

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

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

Public Excluded Minutes of the Stewart Island/Rakiura Community Board Meeting dated 30 October 2017

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.

Public Excluded Minutes of the Stewart Island Jetties Subcommittee Meeting dated 1 September 2017

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

s7(2)(i) - The withholding of the information is necessary to enable the local authority to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations).

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.