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

Date:

Time:

Meeting Room:

Venue:

 

Tuesday, 27 March 2018

9am

Council Chamber
Southland District Council
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

27 March 2018

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                6

2             Leave of absence                                                                                                                                                6

3             Conflict of Interest                                                                                                                                             6

4             Public Forum                                                                                                                                                         6

5             Extraordinary/Urgent Items                                                                                                                        6

6             Confirmation of Council Minutes                                                                                                             6

Reports - Policy and Strategy

Nil

Reports - Operational Matters

8.1         Management Report                                                                                                                                        7

8.2         Forecasted Financial Position for the year ending 30 June 2018                                        31

Reports - Governance

9.1         Stewart Island Rakiura Community Planning Final Report                                                    57

9.2         Southland Museum and Art Gallery Trust Board - Statement of Intent 2018/2019, and Quarterly Report for second quarter of 2017/2018                                                                  223

9.3         Southland Regional Heritage Joint Committee - Heads of Agreement 2017-2024 239

9.4         Milford Community Trust - Draft Statement of Intent 2018 - 2021                                 263

9.5         Extraordinary Vacancy - Balfour Community Development Area Subcommittee 275

9.6         Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee                                                                                                                                                277

9.7         Extraordinary Vacancies - Ohai Community Development Area Subcommittee   279

9.8         Minutes of the Community and Policy Committee Meeting dated 15 November 2017                                                                                                                                                                                  281

9.9         Minutes of the Regulatory and Consents Committee Meeting dated 16 November 2017                                                                                                                                                                                  283

9.10       Minutes of the Tuatapere Community Board Meeting dated 12 December 2017  285

9.11       Minutes of the Winton Community Board Meeting dated 4 December 2017           287

9.12       Minutes of the Balfour Community Development Area Subcommittee Meeting dated 19 February 2018                                                                                                                                                 289

9.13       Minutes of the Lumsden Community Development Area Subcommittee Meeting dated 12 February 2018                                                                                                                                           291

9.14       Minutes of the Orepuki Community Development Area Subcommittee Meeting dated 24 October 2017                                                                                                                                             293

9.15       Minutes of the Riversdale Community Development Area Subcommittee Meeting dated 19 February 2018                                                                                                                                           295

9.16       Minutes of the Winton Wallacetown Ward Committee Meeting dated 18 October 2017                                                                                                                                                                                  297   

Public Excluded

Nil

 


Council

27 March 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

6.1             Meeting minutes of Council, 27 February 2018

 


Council

27 March 2018

 

Management Report

Record No:             R/18/3/5481

Author:                      Steve Ruru, Chief Executive

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Chief Executive

Water Issues

1        As noted previously the Stage Two report from the Havelock North Water Inquiry, was released in December 2017 and identified a number of deficiencies with the way in which drinking water services are managed across the country.

2        Following release of the report Central Government have been progressing work to make an initial set of decisions about the changes to be made to the way in which the regulation and delivery of water services is managed. It is expected that a set of initial decisions will be made by Cabinet in the next month. These are expected to include the establishment of a water regulatory agency, whose mandate is likely to extend beyond just drinking water.

3        Given the ‘connected’ nature of the water system it can be expected that the Government will take a very broad systems approach to the issues involved. Hence, this is likely to include the water quality issues that currently fall within the scope of the Regional Councils as well as the water, wastewater and stormwater services that are currently managed by territorial local authorities.

4        The establishment of an independent regulatory agency will inevitably mean a ‘raising of the standards’ that will need to be met. In turn this will create a number of increased cost pressures which local authorities will need to manage.

5        While the cost implications of new water management standards for different communities will differ it is acknowledged that there are already a number of significant pressures on rates across the local government sector. These pressures may, particularly in high growth communities lead to models that allow for the introduction of new funding partners. This is already occurring through the Crown Infrastructure Partners model being used in the central North Island. The broad range of expenditure pressures and the options for addressing these will be reviewed through the proposed local government funding inquiry.

6        In response to the recommendations coming from the stage 2 report additional funding has been included in the draft 2018 Long Term Plan, to enhance current data recording systems and to install further disinfection at the Riverton Water Treatment Plant, following the abolition of the ‘Secure Status” of all raw water sources.

Freedom Camping

7        Mayor Tong was one of 30 Mayors who met with Tourism Minister Kelvin Davis and senior officials to discuss freedom camping issues on 8 March. The discussions were wide ranging and highlighted the diversity of views that exist in relation to freedom camping and how it is best managed. The challenges facing different local authorities vary around the country.

 

8        The actions arising from the discussion include:

·      The establishment of a working group before the end of March to assess the situation nationally.  The group will include representation from local government, the Department of Conservation, Land Information NZ and commercial operators

·      A review of the relevant legislative and regulatory environment including the Freedom Camping Act and Camping Ground Act

·      A review of the potential to develop nationally consistent policy and other standards including signage, a warrant of fitness for self-contained vehicles and technology.

·      Consideration of the potential to have consistent regulatory approaches to managing the different types of land (eg conservation and local authority) where campers congregate.

·      A review of the options for funding the infrastructure and other services needed to support freedom camping.

9        There is a level of concern that if action is not taken to address the impacts that freedom camping is having in communities currently experiencing problems that it may begin to have an impact on the level of community support for tourism in general. Given that tourism is now NZ’s biggest export earner it is clearly important that the industry be allowed to operate and with a strong ‘social licence’ or level of community support.

10      At a local level staff are continuing to monitor the situation and have work planned to look at developing a district wide management strategy once the direction of any national policy review work becomes clearer.

Climate Change

11      The Parliamentary Commissioner for the Environment released a report titled A Zero Carbon Act for New Zealand: Revisiting Stepping stones to Paris and beyond. A copy of the report is available on the Commissioner’s website (www.pce.parliament.nz/publications/a-zero-carbon-act-for-new-zealand-revisiting-stepping-stones-to-paris-and-beyond).

12      In the report the Commissioner notes that New Zealand needs to move on from a ‘stop/start’ approach to managing the impacts of climate change. It also highlights the importance of having a structured approach to both mitigation and adaptation. 

13      The recommendations included in the report, in relation to mitigation, include:

·      Any emissions reduction target/s set out in legislation must be certain;

·      That it may be appropriate to introduce emissions reduction targets in a staged manner;

·      Separate targets for different major gases may be appropriate and would provide clarity about the need to make progress on all gases;

·      The Zero Carbon Act should specify the expertise required on the Climate Commission and a process that ensures some level of cross-party consensus in the appointment of the Commissioners;

·      The Climate Commission should have an advisory role, and the Government should have responsibility for developing budgets and implementing the policies needed to achieve the budget; and

·      That the Act should lay out explicit timeframes within which the Government must detail the policies it intends to implement in response to newly enacted carbon budgets.

14      In respect of adaptation, the report recommends that the proposed Zero Carbon Act should include a process for carrying out regular national-level risk assessments and national adaptation strategy planning.  It will be important for this Council to do adaptation planning work at the district and community (eg Colac Bay and Stewart Island) level, particularly where there are significant risk issues to be managed.

 

15      The Climate Change Adaptation Technical Working Group is progressing work on its second report which will provide recommendations on how we should be adapting to climate change. It is expected that the Group’s recommendations will include suggested actions in the following areas:

·      The need for a planned approach to adaptation. It is important that there is a level of consistency to the planning and assessment of the adaptation risks arising from climate change ahead of it occurring

·      The development of greater information and assessment tools to assist local authorities and communities with their planning and adaptation work. The importance of developing more national guidance is highlighted by the wide variation in approaches that are currently being used in different communities across New Zealand. There is, for example, significant variability that different local authorities are making about the level of sea level rise that might occur over the next 100 years. Greater progress will be made if a consistent set of national standards on sea level could be set

·      The development of a standard national methodology and risk assessment tools to assist communities with quantifying the risk that they face and developing adaptation strategies

·      The development of greater capacity and capability across both central and local government to assist with adaptation work.

Civil Defence Review

16      The Minister of Civil Defence has been consulting widely on the recommendations made through the recent review of civil defence structures.

17      Through the consultation process it is clear that there has been a wide level of support for many of the recommendations made including the desire to ‘raise the standards’ expected and bring a more professional approach to the management of this area. This will have flow-on implications for all of the entities involved including local authorities and Emergency Management Southland.

18      One of the key issues, from a local perspective, was the recommendation to require a move to regional service delivery and funding models. While the regional service delivery model proposal is not an issue for Southland, given the existence of Emergency Management Southland, it would have significant implications for a number of other regions. It would also affect the current funding model used in Southland in that the funding responsibility would move to Environment Southland rather than being spread between the local authorities as occurs at present. As a result a strong message has been given by many across the local government sector about the need to have a degree of local decision making in each region as to what might constitute the most appropriate model.

19      The Minister will be developing a series of recommendations to go through to Cabinet in the next three months to enable the initial set of policy decisions to be made. It is expected that decisions on the future structure for the Ministry of Civil Defence and national operations centre will be deferred to be made at a later date.

Southland Regional Development Agency (SRDA)

20      In September 2017 the four Southland Councils released the statement of proposal relating to the formation of the SRDA as a council controlled organisation (CCO), to lead regional development activity.

21      There were some 105 submissions received which were considered by a Joint Committee consisting of two Councillors appointed from each of the four Southland Councils.

22      The Joint Committee has now completed its deliberations and is recommending that the Councils proceed with the formation of the new Agency as a CCO. There is a separate order paper item on the 27 March Council agenda dealing with this issue.

23      The Joint Committee has also made a number of other suggestions about the shareholding, constitution, transitional arrangements and operating framework for the SRDA. These are reflected in a series of propositions which will need to be considered further as work proceeds with establishment of the new Agency.

Tuawhenua – Provincial Growth Fund

24      The Provincial Growth Fund was launched by the Government in Gisborne on 23 February. All regions, apart from the metropolitan areas of Auckland, Wellington and Christchurch are able to access the fund. There are also five ‘surge’ regions, which do not include Southland, who will receive priority funding allocations to support their development.

25      The Fund aims to enhance economic development opportunities, create sustainable jobs, contribute to community well-being, lift the productivity potential of regions, and help meet New Zealand’s climate change targets.

26      The fund has been split into three main areas being:

·      Regional Projects and Capability. This area is for regional economic projects including feasibility studies and capability building projects.

·      Sector investment. This covers investments in major sectors such as tourism and aquaculture. The Government’s 1 billion trees programme is also being funded from this pool.

·      Enabling Infrastructure projects where major investments are needed to enable growth in regional economies. A number of rail projects being promoted across the country will be funded from this pool.

27      There are a number of detailed criteria relating to how the fund might be accessed and prioritised. These include the requirement for all projects to have regional support before they are put forward. Other key points to note include:

·      There are no set application rounds for the Fund;

·      An Independent Advisory Panel has been appointed to assist the decision-making of ministers and officials, supported by a new Regional Economic Development Unit within MBIE to work directly with regions;

·      There are different delegations in place based on the level of support being sought. While some decisions will be able to be made by senior officials and/or ministers the larger applications will need to go to Cabinet.

 

Te Anau Wastewater

28      Work is progressing with the implementation of the business case for the Kepler wastewater preferred option. This includes progressing the design work for the construction of a new reticulation system to transport treated wastewater from the treatment plant to the Kepler Block.

29      Initial conceptual design work is also underway for the development of a sub-surface drip irrigation (SDI) system. This work is needed to be able to develop a ‘refined’ design and cost estimate for an SDI system, as requested by Council. Ben Stratford, an engineer with experience in designing wastewater sub surface drip irrigation systems has been appointed as a peer reviewer to assist with this work. 

30      Staff are also advancing discussions with Fiordland Sewage Options (FSO) about the potential for Council to employ Peter Riddell to provide comment on the proposed SDI solution. Employing Peter, will provide an opportunity to gain a wider range of technical input to Council’s decision-making processes.

National Planning Standards

31      The Government is due to release the first set of the proposed new National Planning Standards (Standards) for consultation in April. The Standards have been introduced as part of the 2017 amendments to the Resource Management Act 1991 and are intended to standardise planning tools across New Zealand.

32      The aim of these standards is to improve consistency in plan and policy statement structure, format and content so they are easier to prepare, understand, compare and comply with. The Standards also support implementation of national policy statements and help people observe the procedural principles of the Resource Management Act 1991 (RMA).

33      The first set of Standards are expected to cover the following areas:

·      District plan structure

·      Regional plan and policy statement structures

·      District and regional plan form

·      Zones and overlays

·      Definitions

·      Incorporation of national direction

·      Metrics

·      Administrative provisions

·      Mapping

·      Accessibility of plans online.

Ouvea Premix

34      There are approximately 22,000 tonnes of Ouvea premix in Southland, located at the former paper mill in Mataura, and at sites at Awarua and Invercargill. It was owned by Taha Asia Pacific, which went into liquidation in 2016.

35      In December 2017, the Taha liquidators EY formally disclaimed the premix, leaving its disposal to interested parties, including central and local government and the landlords of the storage sites. Ouvea premix, if mixed with water, can produce ammonia gas.

A funding package of $4 million has been pulled together to have the premix removed and disposed of in an appropriate manner. The package involves a contribution from NZ Aluminium Smelter, central government, local government and the landlords.

 

Community and Futures Group

2018 Long Term Plan and Policies

36      The draft 2018 Long Term Plan consultation document and supporting information along with the draft Revenue and Financing Policy and draft Development and Financial Contributions Policy were adopted for consultation at the Council meeting on 27 February 2018. Audit NZ completed its review of the consultation document and the supporting documents and was present at the Council meeting to issue an unmodified audit opinion. A separate report is being prepared about the audit Management Report for the Finance and Audit Committee.

37      The consultation period opened on 7 March 2018 and runs through until 9.00am on Monday, 9 April 2018. The consultation document and the key policies are available on Council’s website www.southlanddc.govt.nz/ltp2018 and hard copies are available at each of the Area Offices. Copies of the consultation document will also be distributed to mailboxes in Southland District in the first week of the consultation period. The communications team have also put together animated videos for each of the three key issues in the consultation document which are being used on facebook, on the website and within the consultation form.

38      Following the close of the consultation period, Council staff will collate all submissions into a submission booklet for the hearings meeting which is scheduled for 18/19 April 2018.  Staff will then prepare a range of issues and options papers for consideration at the deliberations meeting on 2 May 2018. Audit NZ will also be onsite to audit the final LTP in late May, prior to Council adopting the final Long Term Plan on 20 June 2018.

MBIE Stewart Island Community Plan Update

39      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 terminated oyster farm production on Stewart Island.  Council engaged Christchurch based independent consultant, Sandra James to undertake the work.

40      The purpose of the project was to determine the short, medium and long term community vision for the future sustainability and growth of Stewart Island Rakiura.  It would also identify the infrastructure and social structure needed to support the achievement of the overall goals.

41      This engagement has now been completed, and the consultant has spoken with over 150 residents on the island around their views and aspirations around the future of the island.  A community meeting was held on the Island on 5 March to present the overall findings and seek support in principle from the community to the proposed business cases to be put forward to government in relation to strategic leadership and wharves. The meeting was attended by representatives from MBIE, MPI, DOC, ES and Council who all provided an update on the work that they are currently undertaking on the Island. At this meeting a grant of $100,000 to support the appointment of a Predator Free project manager was also announced.  

42      The final report, being submitted to Council on 27 March 2018 has recommended some key themes for further investigation, and recommends to Council the development of investment proposals to MBIE. 

Welcome Ambassador Project Update

43      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.

44      A public meeting was held in Te Anau on 7 March 2018 and was attended by a small and interested group of the public.  Following in-depth discussions it was agreed by the residents present to not pursue this further in Te Anau at this time, however they wanted to ensure that there may be opportunity further down the track to investigate the project.  The residents who attended felt that there were already a number of things happening in Te Anau, and that in general the township already provided a welcoming environment.   

45      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.  From here, staff will have further discussions around any other townships who might be approached for expressions of interest in the project.

Community Organisation and Volunteer Sector Shared Services Pilots

46      The purpose of this project is to develop and run two pilot projects around the concept of shared services and shared service delivery within community organisations and volunteer groups within the Southland District.

47      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.

48      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. 

49      Council and community development staff, with the support of Community Board members in the areas, have identified Winton and Edendale-Wyndham to initiate these pilots.  Both pilots will be run concurrently and will have an urban and rural point of difference.  Community development staff will begin interviews and conversations with community organisations over the next few months to look at ways in which a shared service model around the roles of Chair, Secretary and Treasurer could be developed.  Preliminary conversations have also been made with some funding agencies and has received a favourable response to speak with them further about this concept.  The pilots will be run throughout the 2018 calendar year.

Policy and Bylaw Update

50      Currently, two draft policies are out for consultation as part of the Long Term Plan consultation process. These are the Development and Financial Contributions Policy and the Revenue and Financing Policy. Council are required to have these policies to provide predictability and certainty about sources and levels of funding. Submissions on these policies close on the 9th of April and hearings will be held on either 18 or 19 April 2018.

51      The draft Trade Waste Bylaw is also out for consultation. Although the Trade Waste Bylaw 2008 has been effective at controlling trade waste discharges, under section 159 of the Local Government Act 2002, the Trade Waste Bylaw 2008 is due to be reviewed in 2018. Largely the Bylaw is unchanged, but the draft Bylaw does propose to increase the maximum penalty for a breach of the Bylaw. Submissions close on 2 May, and it is proposed that hearings will be held on 16 May.  

52      A draft Dangerous, Affected and Insanitary Buildings Policy 2018 has been developed and presented to the Regulatory and Consents Committee. If adopted, the draft policy would replace the current Earthquake-Prone, Dangerous and Insanitary Buildings Policy 2011. The current policy is due to be reviewed as new statutory provisions override the parts of Council’s current Policy that relate to earthquake-prone buildings. The draft Policy will be presented to Council for its input and to approve the draft policy for consultation, later this year.

53      Council is currently in the process of reviewing the Stewart Island/Rakiura Visitor Levy Policy and Bylaw. Preliminary consultation has been undertaken, and staff are considering the feedback that has been received from internal and external stakeholders. Staff are in the process of identifying if any changes should be recommended. Possible changes to the Levy will be discussed with the Community and Policy Committee mid-year.

Council has resolved to review the Local Alcohol Policy with the Invercargill City Council (ICC) and the Gore District Council (GDC). As part of the review process, Council has also agreed to consult with, and to request information from, the Police and Inspectors and Medical Officers of Health. Feedback has been received from the Police that states the current Policy is working well, that it has been effective, and that it provides good guidelines for the alcohol industry and enforcement authorities. Staff are still waiting for feedback from the Inspectors and Medical Officers of Health, and when that feedback is received, staff will work with ICC and GDC to develop a draft policy.

Milford Opportunities Project

54      The Governance Group along with the project management team from the Opus/Xyst partnership visited Milford on 15 February so that everyone could experience the pressures of peak session, to better understand the visitor issues and opportunities and hear first-hand from some of the operators.

55      They will be looking to develop a plan that will ensure the Milford experience is outstanding for years to come and continues to create benefit for Fiordland National Park, the region and New Zealand. In the first phase of the project the Opus/Xyst team will be gathering information to understand what is currently known and what else is needed to better inform the project about the people, place, and experience.

56      They will work closely with agencies and stakeholders to gather relevant information and research reports, with this phase taking up to six months. As this phase finishes, any gaps in information will be filled through further research.

57      Ultimately, this information will feed the strategy and overall masterplan which will create a framework for the future of Milford Sound and the corridor to enhance it and the Fiordland National Park.

 

 

 

Te Anau Community Development Planning

58      The Te Anau Community Board is continuing to work through the suggestions that it received from the community consultation last year. The aim is to identify a range of medium to long term opportunities that the Board would like to invest in by including them in the Long Term Plan.

59      The intention is to then hold a workshop with a community focus group to discuss how and why those decisions were reached and to see whether there is a general agreement about where they have ended up. Cost estimates will then be sought for the projects which could lead to further prioritisation of the projects.

Tourism Infrastructure Fund Application

60      Work on the information needed to support the application for work at Waikawa, Monkey Island, Clifden Bridge, and Te Anau is underway in anticipation of the next funding round being announced before the middle of the year. Those sites were agreed by Council as the priority for this round and further planning work is expected to be undertaken for the district’s open spaces in the coming year.

Representation Review

61      Since last reported in December 2017, Council, the Elected Representative Working Group and staff have been concluding the pre-consultation phase of the Representation Review and preparing concepts for discussion and feedback with members of community boards and community development area subcommittees. 

62      Four feedback sessions were held in late February/early March.   Following the feedback received Council considered and refined concepts which are currently being developed into what will become the Council’s Initial Proposal that will go to Council in April for adoption for consultation.  The Initial Proposal will then be open for submissions throughout May, with submissions closing on Wednesday 6 June.  Hearings will be held in mid-June with Council adopting the Final Proposal in mid-July.    

63      In order to inform and provide context for the Local Government Commission about the representation review and the community governance review a reference document, with information including an indicative terms of reference for community boards and information about how local groups will be supported in their local community and have a relationship with their community board, will be available.

Early Childhood Education (ECE) Network Meeting

64      Staff were invited to attend a recent meeting facilitated by the Ministry of Education with representatives from the Ministry, Te Kura, Plunket, Playcentre Federation, Southern REAP and Council. 

65      The purpose was to establish a network and create an understanding of the key stakeholders working in the early childhood sector in Southland and an understanding of the issues they are currently facing. Those in attendance described their roles and programmes on offer to the community. 

66      Discussions centred around upcoming events and information sharing between agencies to get a better understanding of whether ECE facilities are attracting local families or if the families are traveling further afield to access ECE. 

67      Plunket described their work in conjunction with REAP to develop a mobile physical programme to take resources to rural areas.  REAP explained the resources they provide to Playgroups and Home-based carers in Southland and programmes they run with Sport Southland.  Playcentre advised of the changes happening at a national level and of the new guidelines being developed for use by local Playcentres.  Te Kura shared their new electronic learning platform and advised they can offer financial support for accessing laptops and broadband to enable children to take part in early childhood education even if they don’t live near an ECE provider. 

68      A further network meeting is scheduled for later in the year.

Balfour Plunket

69      The Balfour Plunket Group has moved out of their old building on Kruger Street and into the more modern Playcentre Building creating a great hub for young families in the District.  Staff have attended meetings with local, regional and national Plunket representatives to discuss options for disposal of the building (owned by Plunket) and community consultation. 

 

Environmental Services

Group Managers Update

70      Consent numbers have remained reasonably strong post-Christmas, particularly in the Building Solutions area. There had been some resignations in this area pre-Christmas and this has hence placed some additional pressures on remaining staff to ensure processing times are met and preferably that we can exceed processing times. Recruitment is being undertaken at present, with 2 of the 3 vacancies having been filled and new staff commencing shortly.

71      Councillors will recall that in early 2017 the Council’s Building Solutions team successfully completed the International Accreditation New Zealand (IANZ) 2- yearly reaccreditation audit, to enable it to continue to issue building consents. One Corrective Action Required (known as a CAR) was identified, along with several strong recommendations for improvement, and these have been subsequently actioned.

72      While the next audit is not scheduled until March 2019, a project team has been formed to take a team approach to preparing for this audit in order to ensure that the Council is well-positioned early for the next audit process.

73      While primarily drawn from the Building Control team and with the GM Environmental Services also a team member, other members also include representatives from the Knowledge Management, Finance and Resource Management teams. This will assist with knowledge sharing and also creating some personal development opportunities, as compared to taking an approach where only 1 or 2 people undertake all the preparatory work for this very important audit process.

74      A part of this team’s functions will be focusing on recent audits of other recent Building Control Authorities and ensuring issues highlighted by those are suitably addressed.

75      Julie Conradi commenced in the role of Quality Assurance (QA) Lead within the Environmental Services (ES) Group on 22nd February 2018. An initial review of the group has resulted in a recommendation for this role to complete the below activities simultaneously:

·      Strategic Alignment – workshop with team leaders on the core functions of their teams to identify efficiencies and create business continuity.  This will be achieved by simplifying cumbersome processes and aligning activities and roles.  Focus will include integrated reporting and monitoring mechanisms for core business processes.

·      Process Optimisation – document and optimise the lowest level of handpicked ‘key’ activities (where team leaders believe there is an opportunity for significant improvement) within each team. 

·      Documentation Review – Review the quality and consistency of documentation retained in Promapp and other formats, identifying gaps to ensure that intellectual property is retained across the group. This is a risk mitigation activity to minimise the impact of staff turnover in the future.

76      Consultation with Team Leaders for the above approach has commenced with a detailed plan and schedule for these activities to be generated in the coming weeks.

77      The QA Lead has begun to consult with team leaders outside of ES (such as technology support and customer support) and will operate in a transparent and consultative way with the organisation.  This will ensure alignment to other projects and continuous improvement activities across the business.

78      It is anticipated that throughout these key activities the QA Lead will work closely with the Business Solutions and Knowledge Management teams to facilitate the commencement of data cleanse, process automation and technological advancement activities, informing and supporting the Core Systems Review Project.

79      While the QA Lead will be involved in key activities such as the re-accreditation interest group and a review of S17A audit recommendations, this role will not initially complete any internal auditing functions and will focus instead on process optimisation and quality of documentation.

Building Solutions

80      The value of consented work for the month of February 2018 is below February 2017 this is a reverse of an increase trend that started about 12 months ago. The number of consents that were issued were consistent with February 2017. The activity in farm building has rebounded on last month and is at a level similar to last year. The number of consents issued for the year is similar to last year for the same period, however there is a noted increase in the value of consented building work. There are currently 104 consents in the system 41 of these are on hold and 63 are actively progressing through the system.  Appended to this report are the tables and graphs showing current consent statistics.

Dog Control

81      Staff have organised a dog amnesty from Monday 12 February 2018 until Friday 13 April 2018.  As at 13 March, 53 dogs had been registered under the amnesty, none of which were menacing breeds.

Environmental Health

82      Two new freedom camping ranger services have been operating in the Catlins and in Lumsden.  The Catlins service is a shared service with DOC and Clutha District Council, and is limited to daytime educational patrols. Two late night/early morning patrols by Council staff indicate high levels of compliance in the Catlins.  In Lumsden, compliance is good thanks to a trial of having additional parks for non-self-contained, however some refinement of the service will be required prior to next season.

 

 

Resource Management

83      The team are in the process of redeveloping some internal process improvements to streamline some systems. The aim of the project it to improve how we input and extract data while aligning some of our systems with others in the Environmental Services group. 

84      Council has joined Environment Southland, Invercargill City Council and Gore District Council to undertake some region wide studies on landscapes, biodiversity and climate change. The Planning Team will be inputting into these projects over the next few months.

 

Customer Support

85      For the month of February 2018, Customer Support received 4482 calls to 0800 732 732.   There were 549 Request for Service (RFS) recorded from our customers with the top three matters related to roading, water supply and new wheelie bin requests.  We had 10,518 visitors to our libraries across the District (excluding Stewart Island and the Bookbus as there are no door counters).  We processed 17,438 payments from our customers, of the payments received, 76.6% came to us electronically through direct credit or direct debit,   1.9% cash, 8.6% eftpos and 12.8% via cheque.

86      We are upgrading the computer software we record our customer requests on so training for staff and contractors across the District has been completed over February and March.

Libraries

87      In a major upgrade of our management system SDC Libraries will be moving to the Kōtui Platform on 3 May 2018. The base system we are using won’t show significant changes, particularly for members of the public, however the support underpinning this will be greatly enhanced for both Library staff and users.

Benefits:

·      Shared skills and expertise with 37 other local authorities.

·      Consistent, high quality, circulation and cataloguing processes adopted and training provided by experts.

·      Leverage and support of collective knowledge through working parties, shared training and discussion groups.

·      Shared and known costs for Councils and affordable added options to suit each user authority – large, small, urban or rural.

·      Time efficiencies of shared cataloguing resources – with shared records provided by skilled and experienced cataloguers.

·      Consistent look and feel for our customers across the country.

·      Opportunities for shared access with other local authorities.

At the Library

88      At all branches Library staff will have had full training in the changed system by the end of April. On Tuesday and Wednesday, 1 and 2 May all branches will be open and delivering all services however printed receipts (those orange/yellow slips) will not be available with books taken out and the current catalogue will not be updated with transactions. Staff will be recording by pen and paper. This will ensure all data can be checked and tested prior to launch day on Thursday 3 May. We want the transition to be as smooth as possible, particularly for members of the public.

89      Roslyn Gray is our primary trainer and, with lots of support, will ensure all staff have the knowledge and confidence to lead this change. Any questions can be phoned to 0800 732 542 or emailed to wintonlibrary@southlanddc.govt.nz

 

Services and Assets

Group Manager Services and Assets

90      Matt Russell, joined Southland District Council on 26 February 2018, taking up the role of Group Manager Services and Assets.  Matt’s focus initially will be getting to know the team, the communities and the asset network.

91      Ian Marshall, former Group Manager Services and Assets has now commenced in his new role of Senior Projects Manager (while assisting with Property matters in the absence of the Strategic Property Manager until he returns in mid-April).

Forestry (IFS)

92      The main harvest program is now underway, with a crew currently logging in the Ohai Forest.

93      With a full year program of 46,000 tonnes, there remains 35,000 tonnes to be harvested in Ohai and Waikaia Forests by the end of 2017/18.  Log prices are well up on budget, as both export and domestic demand continues.

94      The forest growing operations continue with pruning and thinning in all forests during this period.  Land preparation is also well underway for planting during winter in Ohai.

95      The Southland District Council are now eligible to claim the ETS Post 89 units for the 2013-18 period with Ministry for Primary Industries; this will be done soon.

 


 

Te Anau Airport Manapouri

Operations

96      The summer season is beginning to wind down but a number of Tauck Tour passengers and a small number of other tour groups are continuing to use access the region via the airport. Growth is light but more importantly there is positive indications that not only Tauck are utilising the airport.

 

97      Passenger numbers are also on the increase again this year providing benefit to the community.

98      Passenger Numbers from Large Aircraft Movements

 

Assets

99      We have one client that wishes to build a hangar on the private non-serviced area which involves a slight change to the section and taxiway layout.  Progress is slow but we are hoping resolution and building will happen soon.

100    The Skydive proposal is still on track but they require a hangar. An application from the airport management has been presented to consider a small hangar build on the apron land adjacent for a short term lease hangar.    

 

Strategic Water and Waste

Land and Water Plan Implementation

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

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

103    Council staff and elected members from the three Southland Territorial Local Authorities, presented evidence to the hearing panel in September.  Environment Southland will be releasing the decisions made by the commissioners on 4 April. Staff will be evaluating these decisions and considering what further action, if any, is needed once they are released.

Review of Solid Waste Contract Arrangements

104    The WasteNet Southland Waste Management Group recently notified contractors Bond Contracts and Southland Disability Enterprises Limited of its intention to begin negotiations, around rolling both contracts over.  Both contracts are currently in year six of an initial eight year duration, with an ability to roll over for a further eight years.  Negotiations are due to begin in April 2018 and will be led by an independent facilitator.

Strategic Roading

Alternative Coastal Route Seal Extension Project

105    This project is tracking slightly behind schedule but good progress is being made.  The Roading Company have around 99% of the earthworks and drainage works completed on the Otara Haldane Road section.  The first 3km along this section has now been sealed (Otara end) a further 3.5km has been fully constructed with sealing programmed for mid-March.  The 2km of Otta sealing along the tidal section is programmed for late March, which then leaves approximately 5km of the main route to be completed during April.

106    The earthworks and drainage are still anticipated to start on the Waipapa section by mid to late March.  Some fence relocation work has already been completed along this section.

Ramparts Road

107    Fulton Hogan have completed the Otta sealing of Ramparts Road to the look out.  The first signs of the Otta seal are starting to come through.  Temporary speed limit signs have been kept in place to assist curing; to help provide a good outcome and reduce the risk of issues such as corrugations occurring.

District-Wide Resurfacing Contract

108    Downer have completed the Eastern Area Contract and have 90% of the Western Area completed.  At present there are no indication or concerns that the Western Area will not be completed by 30 March. 

LED Streetlight Replacement Programme

109    All light fittings required as part of the retrofit project have been purchased at the accelerated Financial Assistance Rate (85%).

110    Network Electrical Services are in the process of establishing a third crew on the project and believe they will be able to complete at least 65% of the network by 30 June 2018.

111    Staff are having discussions with the New Zealand Transport Agency around extending the enhanced funding assistance rate beyound the 30 June deadline, for the installation of the lighting units.  There was a significant delay in NZTA providing their approval for this work due to a change in their approval processes. The timing and resourcing issues around completing the retrofitting apply in a number of regions and have been discussed at a national level with a paper being presented to the NZTA Board in April.

Community Facilities and Housing Review

112    Morrison Low have recently completed a service delivery review, as required under section 17A of the Local Government Act 2002, for our community facilities and community housing services. The report was presented to the 27 March Council meeting and so a copy of the report is available on Council’s website.

113    The report notes that Council currently has some 65 contracts in place for managing the delivery of its community facility services. It notes that there is an opportunity to streamline the current approach by looking to standardise and then consolidate a number of the current contracts. A work programme to look at how this might be achieved is to be developed and will be reported back to the Services and Assets Committee.

114    In relation to community housing Morrison Low recommend that Council proceed to develop a business case to review and evaluate in more depth the pros and cons of each of the delivery models that might be available for the delivery of this service. The range of options available obviously include a continuation of the current model or a change to having the service delivered by, for example, external non-profit community groups such as a health or social service trust or a complete exit from the service altogether.  There is obviously a considerable amount of work to be done to fully evaluate the range of options that are available within Southland.  As a result evaluation of these options will take some time.

 

People and Capability

115    Health and Safety continues to be a focus with work progressing well on the 2017/18 plan.  Our goal is for our people to be bold and to actively think about their own and others safety and wellbeing so that we deliver safe and effective services to our community and that everyone gets home safe and well.

116    As part of the implementation of the plan a health and safety framework including procedures was approved and implemented.  The health and safety framework contains procedures that enables a risk based approach to managing health and safety.  The plan also requires staff to be trained in the procedures.  A series of e-learning modules have been developed to do this.  The training will support the Council from moving to a more proactive health and safety culture.

117    Leaders within Council attended a Collaborative Leadership workshop in February run by the Glasers, a husband and wife team specialising in communication.  The programme supported our leaders in recognising the ingredients that make meetings great and gave them tools to allow individuals with very different opinions to achieve consensus from disagreement.

 

Finance

118    Council’s insurance policies expire on 30 June. Staff are currently working with Council’s insurance broker to progress the initial work needed for the upcoming insurance renewal programme.

119    The final insurance programme will be presented to the Finance and Audit Committee for their approval.

 

Recommendation

That Council:

a)            Receives the report titled “Management Report” dated 13 March 2018.

 

 

Attachments

a             Building Solutions Commentary - February 2018    

 


Council

27 March 2018

 

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Council

27 March 2018

 

Forecasted Financial Position for the year ending 30 June 2018

Record No:             R/18/3/5990

Author:                      Kate Westenra, Graduate Accountant

Approved by:         Anne Robson, Chief Financial Officer

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To inform and get approval from Council of the forecasted changes to the 2017/2018 Annual Plan budget.

Executive Summary

2        Forecasting the financial position for the year ended 30 June 2018 is intended to provide information about the projected final year end results.  In considering the final position staff consider what they planned to do in the Annual Plan, the projects carried forward from 2016/17 that were approved by Council in September 2017, unbudgeted expenditure requests approved by Council during the year and the expected year end position as a result of operational decisions and information.

3       Forecasting enables the organisation to understand the anticipated year end position at all levels.  It will also assist with decisions and priorities for spending across Council.

4       The budgeted expenditure included in the Annual Plan for the 2017/2018 year was adopted in June 2017.  Forecasting allows a formal process to communicate to the Executive Leadership Team (ELT), Finance and Audit Committee and Council any known or expected changes.  The net amount by business units is shown in Appendix A.

5       The effect of the forecast changes on the Statement of Comprehensive Revenue and Expenditure and Statement of Financial Position is shown in Appendix B and C.

6       As part of this report approval is also sought for unbudgeted expenditure that has not been advised to Council previously. 

7       Additionally the report identifies a number of projects that are being proposed to be deferred to later years.  The deferral process will require staff to advise Council as part of the submission process to the 2018-2028 Long Term Plan of planned changes for Councils consideration.  A detailed list of these projects can be found in Appendix D.

8       This report has also been presented to the Finance and Audit Committee on the 26th March 2018.  Council staff will update the Council on the comments made by the Finance and Audit Committee at the Council Meeting on the 27th March 2018.

 

 

 

Recommendation

That the Council:

a)            Receives the report titled “Forecasted Financial Position for the year ending 30 June 2018” dated 19 March 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)           Note the forecasted changes to Council’s year-end financial performance and position as detailed in appendix B and C.

 

e)            Approves the changes as detailed in appendix A.

 

f)             Agrees to consider as part of the 2018-2028 Long Term Plan submission process the inclusion of projects being deferred from the current year as detailed in appendix D.

 

g)           Approves the following unbudgeted expenditure for the 2017/18 financial year:

 

Business Unit

Expense

Amount

Funding Source

Customer Service

Acquisition of ex roading vehicle

$15,000

Loan

Financial Services

Increases in Council’s valuation contract and legal fees

$77,500

District Op Reserve

People and Capability

Uniform re-branding

 $24,196

Corporate Uniform reserve

People and Capability

Increased recruitment costs

 $58,425

District Op Reserve

Community Leadership

Training and associated costs 

 $20,000

District Op Reserve

Community Leadership

Stewart Island/Rakiura Economic Study

 $40,000

Grant

Community Leadership

Purchasing two vehicles instead of leasing.

 $62,592

Loan

Chief Executive

Increased operational costs

 $133,504

District Ops reserve

Operations & Community Service

1 early replacement , 1 vehicle purchased instead of leased and 1 additional team leader vehicle

$95,041

Loan & Reserve

Communications and Engagement

Increased operational costs

$20,000

District Ops reserve

Building Regulation

Increased operational costs

 $35,023

District Ops reserve & unused budget

Building Regulation

Purchasing two vehicles instead of leasing.

 $72,258

Loan

Resource Planning/Policy

Increased district plan costs

 $30,000

District Ops reserve

Venture Southland - Grant

Budgeting error, Te Anau Destination Fiordland contribution

 $13,601

District Ops reserve

Buildings - Invercargill Office

Office refurbishments

 $13,337

Property Development reserve

Roading - Administration

One early replacement vehicle

 $45,204

Depreciation Motor Vehicle reserve

Roading - Special Purpose

Sealing of lower Hollyford Road

 $286,620

100% NZTA

Hall - Colac Bay

Urgent repairs to building

$11,600

Colac Bay Com Centre reserve & unused budgets

SS Riversdale - Sludge Removal

Increase in sludge removal costs

 $84,014

Loan

Stormwater Drainage - Winton

Clyde/Eglington St SW Repairs

 $18,488

Winton General reserve

SIESA - Operations

Increased operational costs

 $103,489

SIESA Operations reserve

SIESA - Waste Recovery

Increased operational costs

 $18,000

SIESA Operations reserve

Water Services

Potential cost allowance for Havelock North drinking water implications

$100,000

District Water Reserve

Water, Wastewater and Stormwater

Potential cost allowance for Water and Land plan appeals

$100,000

District Water & Wastewater Reserves and Local reserves

 

 

Background

9        Forecasting enables transparency and Council to be informed of the anticipated year-end financial result. Forecasting is not intended to involve the time and effort undertaken in the annual budgeting process. 

10      This is the second round of forecasting for the financial year with the first completed in November 2017.

11      Budget managers were requested to undertake forecasts for their business units where the expected overall outcome would vary from the budget in the Annual Plan by specified tolerance levels.  These net levels are set at:

-           $1,000 for Council-owned halls;

-           $1,000 to $10,000 for townships depending on their operational expenditure in the current year;

-           $10,000 for all District business units.  The maximum limit of $10,000 was set in line with the delegation held by the Chief Executive in relation to him approving unbudgeted expenditure.

12      No changes have been made to depreciation or the revaluation of fixed assets.

13      Changes due to forecasting have been included in the attachments as follows. 

·   Attachment A provides details of changes to revenue and operating expenditure and capital expenditure for each business unit with commentary from the budget manager.

·   Attachment B shows the net effect of the changes to the Statement of Comprehensive Revenue and Expenditure for the year ended 30 June 2018.

·   Attachment C shows the effect of changes to the Statement of Financial Position for the year ending 30 June 2018.

·   Attachment D provides details of the specific projects being deferred to future years as part of the Long Term Plan. The recommendation to Council is that these planned deferrals be included in the 2018-2028 Long Term Plan and be considered as part of the Long Term Plan submission consideration process.

14      A breakdown of the movement of capital projects as a result of carry forwards and forecasting for the 2017/2018 year is as follows:

Financial Activity

Amount

Capital projects as per the 2017/2018 Annual Plan

$35,040,465

Carried forward from 2016/2017

$6,135,386

October Forecasting movement

($3,543,468)

February Forecasting movement

($4,140,911)

Expected project costs for 2017/18

$33,491,472

 

15      Major changes due to forecasting are shown below. Details can be found in Appendix A. Changes in revenue from the budget has increased by $1M (Appendix B).  Major changes are:

·    Inclusion of grant income for the Milford opportunities project $250k

·    Proceeds from the Edendale hall & potential road stoppings $250k

·    Recognition of MBIE funding for Lumsden $302k

·    Increase in revenue from gravel extraction at Mairs Pit $200k

·    $287k from NZTA for sealing of Hollyford Road

·    Reduction of $200k in Stewart Is streetworks income as a result of the loss of development contributions $94k and the movement of a project to 18-19.

 

16      The forecast operating expenditure has decreased from the budget by $14K overall however as Appendix A shows there are considerable increases offset by decreases.  Major changes were:

·    District Sewerage – $500k for the Project Consultant has been decreased to $150K this was for work for Te Anau sewerage investigation/monitoring/consent.

·    Interest on loans for sewerage and water schemes has been decreased $238k due to less loans than previously budgeted for the year

·    Reduction in Resource Planning/policy costs of $110k due to cost sharing on the landscape and biodiversity assessments

·    Inclusion of $146k of costs for the Lumsden toilets

·    Finance costs are forecast to be $74k above budget, due to increased valuation contract costs and legal fees.

·    Gravel pit costs are forecast to be $70k higher due to increased royalties due and maintenance.

·    Information management costs are forecast to increase $210k however $200k of this is a transfer from a capital cost line to a P&L line due to initial costs in regards to cores systems being classified as an annual expense.

·    Inclusion of $250k in relation to the Milford Opportunities project.

 

17      The forecast capital expenditure has decreased by $4.1M. $2.3M is capital projects being deferred to the LTP.

18      The total forecast net surplus for the year is $2.8M which is $1.4M more than the original Annual Plan budget.

19      Projects for this year which are forecast to be carried forward to the 2018-2028 Long Term Plan amount to $2.5M.

Issues

20      The roading team indicated that the LED lights might not be completed by the end of June, due to delays with NZTA approving the programme.  A number of Councils have experienced this and all are working with NZTA to ensure that any work not completed is able to be moved forward to 2018-2019.  Staff will keep Council informed. No forecast changes have been made for this, with any changes to form part of the carry forward if needed.

 

21      The roading team also indicated that they were still planning to achieve the three year programme by year end.  However the end result may be slightly under due to weather conditions, contractor resource etc.  To ensure they are as close as they can be the team meets the first Friday after every month end to discuss where they are at and what adjustments need to be made.

22      Forecasting is part of the ongoing process to encourage better financial behaviours across the organisation.  This includes earlier identification of projects that will not be completed by the end of the current financial year.  The intention is that where projects will not be completed this year, there will be sufficient time to include them in the Annual Plan budgets for the following year as opposed to a Carried Forward report to Council.  The Carried Forward report is provided to Council after the end of a financial year to request that the work not completed during a year is carried into the next financial year’s budget. 

23      Forecasting also provides an opportunity to approve anticipated unbudgeted expenditure during the year.  This should reduce the number of individual requests needed to be handled by Council.  Council will still need to approve some expenditure items separately where the expenditure is large enough to require individual approval or where unbudgeted expenditure has been identified between the two rounds of forecasting. 

24      It is expected that forecasting will improve as the process is refined and it becomes part of the yearly process.  In 2016/17, $6.3M of projects were moved to 2017/18 as part of the Annual Plan consultation process.  An additional $6.1M was carried forward into 2017/18 at year end as a carry forward.  This year $2.5M is proposed to be deferred to the 2018-2028 Long Term Plan as part of the Long Term Plan submission process (Appendix D).  As part of the year end process Council finance staff will be checking if any carry forwards are required.  These will be reported to Council in September 2018.

25      Budget managers were asked if projects being deferred would impact on delivery of the currently planned 2018-19 projects.  The response was mixed.  The manager of Water and Waste indicated he would know better around the time Council is hearing the 2018-2028 Long Term plan submissions,  as it is expected that more detail about the implications of the Havelock North inquiry will be known but it also depends on happens with Te Anau wastewater.   The community engineers did not indicate any issues. 

26      It is expected that forecasting will improve as the process is refined and it becomes part of the yearly process.

Factors to Consider

Legal and Statutory Requirements

27      There are no legal or statutory requirements in regards to forecasting Council’s end of year position.

Community Views

28      Consultation was held with the community for the expenditure included in the 2017/2018 budget as part of the Annual Plan process and estimates meetings.

29      Changes proposed to capital and operational expenditure for townships will be have been or will be reported to the relevant Community Board or Community Development Area Subcommittee.

30      Where increased expenditure is expected to continue into the 2018/2019 financial year, Council will be advised through the Long term Plan consultation process which will be subject to Councils approval.

Costs and Funding

31      Forecasting completed shows that overall net operating income and expenditure is expected to increase by $1,079,981.  This is shown by business unit in Attachment A.

32      Overall net Capital Expenditure is expected to reduce by $4,140,911 with the main items being cost removal for the Invercargill building projects, the Core Systems review, Riversdale Sewerage Scheme, SIESA projects, Riverton Water Supply and Eastern Bush Water Supply being proposed to be deferred to 2018/19 and beyond or funds that are no longer required.  Council is requested to approve the expenditure, not included in resolutions, shown in Attachment A.

33      The impact on the budgeted Statement of Comprehensive Revenue and Expenditure for the 2017/2018 is a $1.4M increase from the original Annual Plan.  This is shown in Attachment B and includes $236 thousand of approved carried forward amounts less $564 thousand (October forecast) and $1.1 million (February forecast).

Policy Implications

34      Council staff must ensure that all expenditure is carried out within approved delegations. 
The current financial delegations only allow the Chief Executive to approve unbudgeted expenditure up to $10,000. 

Analysis of Options

The options are to approve or not to approve, in full or part, the forecasted adjustments to the expenditure in the Annual Plan.

Option 1 - Approve the changes in income and expenditure in Attachment A

Advantages

Disadvantages

·        Council is informed of anticipated changes from the Annual Plan for 2017/2018.

·        Council has had the opportunity to prioritise expenditure to be incurred in the current financial year.

·        Council staff are able to purchase services as required to provide services to the community in the most appropriate manner.

·        Deferral of projects which are going to be completed later or costing more than previously indicated.

Option 2 - Approve the forecast changes recommended   

Advantages

Disadvantages

·        Council is informed of anticipated changes from the Annual Plan for 2017/2018.

·        Council has had the opportunity to prioritise expenditure to be incurred in the current financial year

·        Council considers that the additional expenditure is not a current priority and does not need to be incurred.

·        Processes may be delayed where further approval needs to be sought from Council before committing to additional expenditure.

Option 3 - Do not approve, in part or in full, the forecast changes recommended 

Advantages

Disadvantages

·        Council is informed of anticipated changes from the Annual Plan for 2017/2018.

·        Council has had the opportunity to prioritise expenditure to be incurred in the current financial year

·        Processes may be delayed where further approval needs to be sought from Council before committing to additional expenditure.

 

Assessment of Significance

35      The content of this report is not deemed significant under the Significance and Engagement Policy.  The two projects which are of significant value are the deferral to future years of the Invercargill Office which is under investigation and the Core Systems.  These projects were included in the 2017/18 Annual Plan which was consulted on.  The likely impact and consequences on Councils finances will not significantly alter from that already consulted on.

Recommended Option

36      Option 1 to receive the forecasted adjustments to the financial statements and approve the expenditure in Attachment A not included in the Annual Plan for 2017/2018.

Next Steps

37      To advise managers of the approval of unbudgeted expenditure for the 2017/2018 financial year.

38      Ensure that deferred projects are included in the proposed 2018-28 Long Term Plan.


 

 

Attachments

a             Forecasting Financial Report - March 2018 - Attachment A: Forecast net adjustments to revenue, operating expenditure and capital expenditure by business unit

b             Forecasting Financial Report - March 2018 - Attachment B: Statement of Comprehensive Revenue and Expenditure

c             Forecasting Financial Report - March 2018 - Attachment C: Statement of Financial Performance

d            Forecasting Financial Report - March 2018 - Attachment D: Projects planned to be deferred to the 2018-28 Long Term Plan    

 


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27 March 2018

 


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27 March 2018

 


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27 March 2018

 


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27 March 2018

 

 


Council

27 March 2018

 

Stewart Island Rakiura Community Planning Final Report

Record No:             R/18/2/4237

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to present to Council the Stewart Island Rakiura Community Planning final report, commissioned by Council with support from the Ministry of Business, Innovation and Employment (MBIE) and delivered by Christchurch based external consultant Ms Sandra James.

2        This report seeks the support of Council to develop investment proposals to source central government investment to support the development and delivery for key issues identified in this report.

3        This report seeks Council endorsement for the development of investment proposals to be made to MBIE for community leadership and wharf infrastructure projects identified as community development priorities in relation to outcomes from this process.

Executive Summary

4        The purpose of the community planning project was to determine the short, medium and long term community vision for the future sustainability and growth of Stewart Island Rakiura.  With the Bonamia Ostreae parasite terminating oyster farm production on Stewart Island Rakiura, the Ministry of Business, Innovation and Employment approached Council to lead a programme of development and consultation around opportunities and planning for future opportunities for the Island. 

5        For the past 5 months, independent consultant Ms Sandra James has been engaging the community in a future focused project, and has spoken with over 150 people on the island, spanning a diverse range of people including children from the local school, business owners, seasonal workers and retirees.

6        Ms James identified some significant issues for the island community, including a lack of strategic leadership that may leave the island vulnerable in social, cultural, economic and environmental activities, a desire from the wider community to develop meaningful partnerships with external agencies and an opportunity to do things differently, and a feeling of isolation from the rest of Southland.

7        The consultant also identified little or no connection between the many varying groups on the island which often led to a siloed approach with no prioritisation around community projects or aspirations.  There was a strong desire to develop greater strategic leadership that would help the island community identify opportunities, priorities, issues and risks.

8        The consultant identified from the community the strong sense of retaining the unique way of life on the island, while acknowledging that tourism was now the main source of economic activity.  She identified the opportunity for Stewart Island Rakiura to find its ‘niche’ market and work towards the sustainability of Stewart Island in the years to come.

9        Throughout the consultant’s report, there are four key issues that were identified by the Stewart Island Rakiura community during this process; electricity, Predator Free Rakiura, wharves and strategic leadership.

10      This report recommends further investigation into two of those issues - specifically with regard to wharfing provision and strategic leadership. 

11      Following an announcement in early March by the Ministry of Business, Innovation and Employment that the Predator Free Rakiura project has been successful in obtaining $100,000 towards a project manager to initiate this project, it is anticipated this project will continue to be advanced outside of this process. Council has been approached to act as the lead agency for the Predator Free Rakiura project funding agreement which provides a common link with any future investment opportunities identified.

12      Council and the Stewart Island Rakiura community support the partnership process being taken by the Department of Conservation around this project, and staff will continue to work closely in a supporting and partnership capacity for this venture.

13      Electricity supply was identified by the community and recognised by the consultant as an issue of significance for the community.  Following a number of reports around the future opportunities for electricity supply and generation on the island, Council staff and the Stewart Island Rakiura community support the view that until new technology is available there is no clear path to a solution at this time. 

14      There is benefit in seeking the support of Central Government to revisit the opportunities around sustainable and affordable electricity supply and generation for Stewart Island Rakiura when a more suitable solution becomes available.

15      There are various recommendations made in this report, seeking Council support and endorsement for the preparation of investment proposals to the Ministry of Business, Innovation and Employment. 

16      Staff recommend supporting the preparation of two proposals to the Ministry of Business, Innovation and Employment.  These include investment proposals for Stewart Island Rakiura wharfing provision project and a Stewart Island Opportunities Project Leader project.

 

Recommendation

That the Council:

a)            Receives the report titled “Stewart Island Rakiura Community Planning Final Report” dated 21 March 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)           Receives the recommendations in the final report titled Stewart Island/Rakiura Community Planning.

 

e)            Endorses the preparation of an investment proposal requesting Ministry of Business, Innovation and Employment support for a financial contribution towards new fit-for-purpose wharves and visitor experience at Ulva Island wharf, Golden Bay wharf and expansion of Halfmoon Bay wharf to meet future community needs.

 

f)             Endorses the preparation of an investment proposal requesting Ministry of Business, Innovation and Employment support for a financial contribution towards a Stewart Island Opportunities Project Leader project.

 

 

 

Background

17      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 Rakiura.  The catalyst behind this was the Bonamia Ostreae parasite that terminated oyster farm production on Stewart Island. 

18      Council engaged independent consultant Sandra James from Christchurch to undertake this work. 

19      The purpose of the community planning project was to determine the short, medium and long term community vision for the future sustainability and growth of Stewart Island Rakiura.  It would also identify the priorities identified to support development opportunities for the community.

20      The consultant has made numerous trips to the island and has spoken with over 150 people residing there.  This is a significant proportion of residents on the island and included a wide cross section of the community including school children, young workers, business owners and operators, community organisations, retirees and agency workers.

21      An interim report was requested from and submitted by Ms James in February 2018 which identified significant messages to be considered around the social, economic, environmental and cultural future and opportunities for the island. 

22      On 5 March 2018 a public meeting was held on the island to give feedback around the process, outcomes and next steps for this process.  The public meeting was hosted by Mayor Tong and attended by Senior Southland District Council staff, the Ministry of Business, Innovation, and Employment, Department of Conservation, Ministry of Primary Industries, and Environment Southland.

 

Issues

23      Stewart Island Rakiura has a number of significant issues that need further discussion and consideration.  These relate to both physical infrastructure projects and social infrastructure projects on the island.

24      The independent consultant, employed to initiate and complete a Community Leadership Plan for Stewart Island Rakiura has determined that the community are not currently in a position to develop, adopt and implement a Community Plan at this time. 

25      The consultant has identified the need for greater strategic leadership to be developed on the island before a Community Leadership Plan should be considered.  Ms James identified opportunities to strengthen leadership on the island across all sectors including; Governance, tourism, economic development, community development, strategic thinking and greater relationships and partnering with external agencies and organisations.

26      The consultant identified that as a result of the current lack of strategic leadership on the Island, there is a need to invest in community leadership resource to support economic, social, cultural and environmental development.

27      Throughout this process, the consultant identified that tourism is now the main source of economic activity for Stewart Island Rakiura.  This change over time from fishing to tourism has placed significant demands on the islands’ infrastructure, and the seasonal nature of tourism for the island has highlighted the challenges in making a consistent income.

28      Stewart Island Rakiura is a significant ‘brand’, to Southland, New Zealand and on the international stage.  It is an iconic brand that has opportunity to develop its niche and economic, social, cultural and environmental potential within the district, regionally, nationally, and internationally.

29      The small residential population of 380 people on Stewart Island Rakiura creates significant limitations in what can be realistically expected without assistance form external agencies and organisations.  

30      Stewart Island Rakiura, in the opinion of the consultant, has yet to find its ‘niche’ market, and therefore has significant opportunities in working towards enhancing the visitor experience while retaining the way of life that is currently highly valued.   

31      The consultant identified that many on the island do not feel part of the wider Southland district, and struggle to see the benefits and connection of thinking and planning together as a region.

32      This again may leave the Island vulnerable in both geographical and strategic isolation from wider connections with Southland district and region.  The consultant identified an overall desire by many who took part in this process to move away from the ‘us and them’ mentality that currently exists, and to seek opportunities that would partner with external agencies and groups and strengthen the future sustainability of life on the island.

Factors to Consider

Legal and Statutory Requirements

33      There are some legal considerations in relation to the ownership of Golden Bay wharf.  Currently Golden Bay wharf is owned by Southport NZ who wish to divest themselves of the wharf, and who are in negotiations with Southland District Council around future ownership.

34      One of the recommendations in this report relies on Golden Bay wharf becoming a public asset, and ownership being transferred to Southland District Council.

Community Views

35      There have been extensive community views sought throughout this process.  The four investment proposal themes identified have been acknowledged by the Stewart Island Rakiura community, and considered by Council staff and stakeholder agencies through a public workshop on the island 5 March 2018.

36      The consultant undertaking this work has spoken with over 150 community members, equating to over 35% of the island population.  This is a considerable achievement, and the consultation spanned all ages and backgrounds from school children to retirees, business owners and seasonal workers. 

37      It is the view of staff that significant community consultation has been undertaken throughout this work, and that no further community views are required prior to any decision that may endorse the next steps in this process.

38      It is the view of staff that the four main areas of importance identified by the community as sustainable affordable electricity supply, Predator Free Rakiura, wharves, and strategic leadership are supported in principal by the wider community on the island.

Costs and Funding

39      Costs associated with these recommendations will be initially through applications made to the Ministry of Business, Innovation and Employment.  Any on-going costs associated with these projects will be identified and reported to Council following any successful proposals made to Central Government.

Policy Implications

40      There are no policy implications at this time.

Analysis

Options Considered

41      There are three options to be considered in this report.

Analysis of Options

Option 1 – Endorse in full the preparation of two proposals to the Ministry of Business, Innovation and Employment for Stewart Island Rakiura wharfing provision and Strategic Leadership project

Advantages

Disadvantages

·        Funding from central government will ease the significant burden of funding what is required on the island from a small local rating base.

·        With investment in the replacement of the wharves and strategic leadership, the Stewart Island Visitor Levy can be reviewed with more strategic vision and benefit to the island and district.

·        If successful, strategic assets in wharfing infrastructure will receive significant investment and overall enhanced visitor experience to Stewart Island Rakiura.

·        If successful, the strategic leadership opportunities for the island could be significant in leading Stewart Island Rakiura within the district for community leadership and strategic outcomes in tourism, economic growth, social infrastructure and environmental progress.

·        Expectations from the Stewart Island Rakiura community may be raised around central Government fixing issues for the island.

·        At the conclusion of the funding for strategic leadership, Council or other entity may need to consider on-going support if this is need and has not been obtained throughout the 5 year period.

 


 

Option 2 – Endorse in part the preparation of proposals to the Ministry of Business, Innovation and Employment for Stewart Island Rakiura wharfing provision and Strategic Leadership

Advantages

Disadvantages

·        Funding contribution from central government will assist in paying towards what is required on the island.

·        With investment in the replacement of the wharves and strategic leadership, the Stewart Island Visitor Levy can be reviewed with more strategic vision and benefit to the island and district.

·        If successful, strategic assets in wharfing infrastructure will received some financial investment and overall enhanced visitor experience to Stewart Island Rakiura.

·        If successful, the strategic leadership opportunities for the island could be significant in leading Stewart Island Rakiura within the district for community leadership and strategic outcomes in tourism, economic growth, social infrastructure and environmental progress.

·        The level of investment for the wharves may be less if full support from central government is not sought.  This may impact on the outcome and level of investment that Council is then able to make.

·        Strategic leadership on the island has been identified as a critical element in this process.  Limitations to this may not yield the level of outcomes required to make significant impact.

 


 

Option 3 – Do not endorse the preparation of proposals to the Ministry of Business, Innovation and Employment for Stewart Island Rakiura wharfing provision and Strategic Leadership

Advantages

Disadvantages

·        There are no advantages identified.

·        Should Golden Bay wharf become a public asset, funding of this strategic asset, and remainder of funding towards the replacement of Ulva Island wharf and enhanced visitor experience will need to be sourced form alternative means.

·        The island may be left vulnerable economically, socially, culturally and environmentally with an identified lack of strategic leadership present on the Island.

·        The process undertaken by Council, through the independent consultant may be perceived as a waste of time by residents on the island. This may make an already challenging process of engagement even more so in the future.

 

Assessment of Significance

42      This report is asking Council to support the preparation of investment proposals requesting MBIE support for financial contributions.  As a further report will be presented to Council seeking approval to submit investment proposals to MBIE, it is therefore not considered significant.

Recommended Option

43      Staff recommend Option 1 to Council.  The extensive process undertaken by the consultant has clearly identified the need for significant investment in strategic leadership on the island, to progress and protect this important community to the district, New Zealand and internationally.

44      The consultant has also identified the need for significant investment in capital works around strategic wharves on the island to ensure that the long term prosperity of the island is sustained.  The growing demand for tourism and the increase in the cruise industry expected highlights the importance of investigating and investing in an enhanced visitor experience to the island.

Next Steps

45      Staff will proceed with next steps as directed by Council following the outcome of the recommendations in this report.

Attachments

a             Final Stewart Island / Rakiura Community Planning Report

b             Stewart Island Community Survey

c             Stewart Island Stakeholder Survey     


Council

27 March 2018

 

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Council

27 March 2018

 






















































Council

27 March 2018

 

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Council

27 March 2018

 

Southland Museum and Art Gallery Trust Board - Statement of Intent 2018/2019, and Quarterly Report for second quarter of 2017/2018

Record No:             R/18/3/4665

Author:                      Bruce Halligan, Group Manager Environmental Services

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

  

 

Purpose

1        The purpose of this report is to present the Southland Museum and Art Gallery (SMAG) Trust Board’s Statement of Intent 2018/2019 (SOI) to Council for information; along with the SMAG Quarterly Report for the second quarter of 2017/2018.

Executive Summary

2        The Southland Museum and Art Gallery Trust Board’s Statement of Intent 2018/2019 has been prepared and was submitted to the Board for its consideration and approval.

3        This Statement of Intent has now been forwarded to Council as information and is attached as Appendix A, along with the SMAG Quarterly Report for the second quarter of 2017/2018 ended 31 December 2017 which is attached as Appendix B.

4        Councillors Macpherson and Paterson are the Southland District Council representatives on the SMAG Trust Board.

5        The attachments are reasonably self-explanatory, but some items of particular interest from the Statement of Intent are highlighted as follows.

6        Section 3 of the Statement of Intent (SOI) outlines outputs planned for the year ended 30 June 2019. These include:

·      A review of Collection Management Policies

·      100% of new acquisitions are entered into the Vernon Collection Management system and approximately 250 of the backlog also captured

·      200,000 visitors achieved

·      Delivery of 6 semi-permanent exhibitions and 9 short term exhibitions

·      4000 school children participate in learning outside the classroom.

7        The 2018/19 SMAG SOI does not provide a great deal of detail in relation to the status of the SMAG redevelopment, but Councillors will no doubt have seen some recent media coverage regarding the overall redevelopment being on hold at present, with the immediate focus being on cataloguing work.

8        This is reflected briefly in the content of Appendix 1 of the SOI.

9        Some further detail on relative priorities and timing is also outlined towards the end of the Quarterly Report for the Second Quarter of the 2017/2018 financial year. This Quarterly Report also outlines that outputs are generally tracking consistently with the content of the 2017/2018 Statement of Intent.

 

Recommendation

That the Council:

a)            Receives the report titled “Southland Museum and Art Gallery Trust Board - Statement of Intent 2018/2019, and Quarterly Report for second quarter of 2017/2018” dated 19 March 2018.

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

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

d)           Approves the Southland Museum and Art Gallery Trust Board - Statement of Intent 2018/2019.

 

Attachments

a             SMAG Statement of Intent 2018/2019

b             SMAG Quarterly Report Second Quarter 2017/2018    

 


Council

27 March 2018

 

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Council

27 March 2018

 

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Council

27 March 2018

 

Southland Regional Heritage Joint Committee - Heads of Agreement 2017-2024

Record No:             R/18/3/5763

Author:                      Bronwyn Affleck, Administration Manager

Approved by:         Bruce Halligan, Group Manager Environmental Services

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The Southland Regional Heritage Joint Committee Heads of Agreement established in 2005 is due for renewal.

Executive Summary

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

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

4        The Southland District Council Community and Policy Committee considered the Draft Southland Regional Heritage Joint Committee - Heads of Agreement 2017-2024 at a meeting on 15 November 2017 and recommended that it be forwarded to Council to be approved and executed by the Council.

 

Recommendation

That the Council:

a)            Receives the report titled “Southland Regional Heritage Joint Committee - Heads of Agreement 2017-2024” dated 20 March 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)           Agrees that the revised “Southland Regional Heritage Joint Committee Heads of Agreement 2017 – 2024” be approved and executed by Council.

 

 

Background

5        In 2003 Venture Southland was asked to address Museum funding which had been a contentious issue between the three territorial local authorities for a number of years.

6        A new approach was needed to break the impasse of funding for the Southland Museum. The approach taken was to look at museums and collections in terms of their relevance and value in the context of preserving and promoting Regional Heritage regardless of location within the Southland region; while also adopting the generally accepted principle that it is more relevant to portray history and heritage close to the location at which the events occurred.

7        An assessment was made of the value of various collections and displays, including those at Gore and other locations in the Region. A funding formula for supporting and maintaining these collections was developed and agreed to by the local authorities.

8        An additional initiative to develop and preserve regional heritage in the context of the “Story of Southland” was developed to be initiated and overseen by a Regional Heritage Group.

9        The development of regional heritage and the “Story of Southland” offered the scope to develop major tourism visitor attractions as well as raising regional and local awareness and pride. There would be significant potential benefits to all communities.

Factors to Consider

Legal and Statutory Requirements

10      The Heads of Agreement document is due for review in accordance with the timeframes specified in the current agreement.

Community Views

11      There is no statutory requirement for specific community consultation in relation to the adoption of the proposed amended Heads of Agreement 2017-2024.

Costs and Funding

12      In addition to the ongoing funding (CPI adjusted) to maintain existing collections, additional funding was provided to be distributed by the Joint Committee. There were three elements to this annual funding:

a)   $10,000 per annum for the Joint Committee to use to obtain advice or assistance in assessing applications or projects.

b)   $40,000 per annum to provide funding assistance for smaller collections relevant in a Regional Heritage context, for cataloguing and preservation.

c)   $100,000 per annum to support initiatives that are in the context of Regional Heritage and contribute to developing the “Story of Southland” concept.

13      The available funding for distribution has continued at this level however for ease of administration the funding was combined into one pot in 2012.

Proposed changes to the Draft 2017-2024 Southland Regional Heritage Joint Committee Heads of Agreement

Length of Term:

14      The first Southland Regional Heritage Joint Committee Heads of Agreement was for the period
2005-2012, the second 2012-2017.

15      The Southland Regional Heritage Joint Committee proposes changing the term of the Heads of Agreement back to seven years, 2017-2024.

16      The reason for this proposed change is that a five year term would require the Heads of Agreement to be renewed in the same year as TLA Elections. This would cause difficulty due to the timing of Elections relative to the Heads of Agreement expiry date (November).

6.1      Clause Amendment

17      After discussion the Committee agreed the Southland Regional Heritage Joint Committee Chair and Deputy Chair would be elected / re-elected after each TLA triennial election. There is no timeline in existing Heads of Agreement for these positions to be elected / re-elected.

7.5      Clause Amendment

18      After discussion the Committee agreed annual contributions would be automatically adjusted using the Local Government Cost Index, rather than the Consumer Price Index. It was agreed the LGCI provided a more accurate adjustment rate.

8.1.5  Amendment

19      Invercargill City Council requested the timeline to present annual accounts be extended from three months to six months post 30 June to ensure the Audit NZ annual report would be available within the prescribed timeframe.

Appendix I and Appendix II - Removed

20      The Southland Regional Heritage Joint Committee and Advisory Group agreed to remove Appendix I and II from the Southland Regional Heritage Joint Committee Heads of Agreement document.

21      The information contained within these Appendices in the existing agreement is useful for the Committee and Advisory Group. However, it can cause confusion in the public domain. Financial information does not remain relevant for the term of the Agreement.

22      The information contained in Appendix I and II would continue to be available to the Committee, Advisory Group and participating Councils on request.

23      A “blue line” version of the document identifying changes for Committee members’ information is included as Appendix 1 to this report.

From the Minutes of the Southland Regional Heritage Joint Committee Meeting held
20 October 2017.

The Southland Regional Heritage Committee resolved as follows with respect to this matter at its meeting on 20th October, at which Crs Duffy and MacPherson were present as SDC representatives:

 

Moved Cr Rebecca Amundsen, seconded Cr Gavin Macpherson

and RESOLVED:

(a)   That the Southland Regional Heritage Committee approve the draft Southland Regional Heritage Committee - Heads of Agreement 2017-2024 document.

(b)   That the draft Southland Regional Heritage Committee - Heads of Agreement
2017-2024 be submitted to Southland District Council, Invercargill City Council and Gore District Council for adoption and signing.

 

Policy Implications

24      No specific Policy implications have been identified. However, this Heads of Agreement is an important foundation document for Regional Heritage.

 

Analysis of Options

Option 1 – Recommend to Council that draft be approved and executed

Advantages

Disadvantages

·        Regional Heritage has future certainty

·        Regional Heritage is operating under a current agreement 

·        None identified

 

Option 2 – Recommend to the Council that draft not be approved and executed

Advantages

Disadvantages

·        If there was a desire for a separate discussion around the future of regional heritage, this could be a catalyst for this

·        Regional Heritage would have reduced future certainty

·        Regional Heritage would not be operating under a current agreement

 

Option 3 – Recommend that draft be referred back to Regional Heritage Committee for further consideration if Council wishes to see changes

Advantages

Disadvantages

·        Would provide an opportunity for the draft Heads of Agreement 2017-2024 to be amended if the Council considered that changes are required

Would delay the adoption of an amended 2017-2024 Heads of Agreement

 

Assessment of Significance

25      This matter is not considered significant in terms of Section 76 of the Local Government Act 2002. It is a proposed renewal, with suggested amendments, of an existing agreement.

Recommended Option

26       Option 1 – that Council approves and executes the draft Heads of Agreement.

Next Steps

27      The Southland Regional Heritage Joint Committee Heads of Agreement 2017 – 2024 be adopted.

 

Attachments

a             DRAFT Southland Regional Heritage Joint Committee Heads of Agreement 2017 - 2024    

 


Council

27 March 2018

 

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Council

27 March 2018

 

Milford Community Trust - Draft Statement of Intent 2018 - 2021

Record No:             R/18/3/5529

Author:                      Simon Moran, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The Milford Community Trust has prepared its draft Statement of Intent (draft SOI) for 2018-2021 and is providing it to Council for its information prior to circulating it to stakeholders for comment.

Information

2        At the Trust meeting on the 23rd of February it approved the draft SOI subject to several project changes that have since been included. In particular they were:

·    To jointly fund a walking track from the airport to the Deepwater Basin Road overflow carpark at an estimated cost of $130,000;

·    To commit the budgeted Milford Emergency Response Team Leader funding to supplement the Fire and Emergency New Zealand funding to enable it to be a full time role; and

·    To investigate further the potential for a medical clinic to be piloted for the Milford community.

3        The funding for these projects will come from existing reserves and from the annual fee that is charged to the Milford concessionaires to support such projects on behalf of the community.

Next Steps

4        Once comments from stakeholders have been received the Milford Community Trust will approve a final Statement of Intent and that will be provided to Council also for its approval.

 

 

Recommendation

That the Council:

a)            Receives the report titled “Milford Community Trust - Draft Statement of Intent 2018 - 2021” dated 19 March 2018.

 

Attachments

a             Draft Statement of Intent    

 


Council

27 March 2018

 

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Council

27 March 2018

 

Extraordinary Vacancy - Balfour Community Development Area Subcommittee

Record No:             R/18/3/6047

Author:                      Rose Knowles, Committee Advisor/Customer Support Partner

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The Balfour Community Development Area Subcommittee (CDA) has one vacancy due to the resignation of Mr Ryan McMaster.

Executive Summary

2        The process to fill the vacancy on the CDA subcommittee for the balance of the 2016/2019 triennium is via one of the following options;

a)   Advertisements placed in local information bulletins

b)   Holding of a public meeting

c)   Notices strategically placed throughout the affected township

3        As a result of notices placed throughout the township Mr Trevor Drake was nominated for the position.

4        Mr Trevor Drake resides within the Balfour Township and meets the criteria of being eligible to stand for the CDA.

5        At the recent meeting of the Balfour CDA Members supported the nomination of Mr Trevor Drake and recommended his appointment be confirmed by Council.

 

 

Recommendation

That the Council:

a)            Receives the report titled   Extraordinary Vacancy - Balfour Community Development Area Subcommittee” dated 19 March 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)           Confirms the Balfour Community Development Area Subcommittee’s recommendation that Mr Trevor Drake be appointed to fill the vacancy on the subcommittee effective from March 2018.

 

Attachments

There are no attachments for this report. 

 


Council

27 March 2018

 

Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee

Record No:             R/18/3/6065

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The Limehills/Centre Bush Community Development Area Subcommittee (CDA) has one vacancy due to the resignation of Ms Kirsty Rodger.

Executive Summary

2        The process to fill the vacancy on the CDA subcommittee for the balance of the 2016/2019 triennium is via one of the following options;

a)   Advertisements placed in local information bulletins

b)   Holding of a public meeting

c)   Notices strategically placed throughout the affected township

3        As a result of notices placed throughout the township Mr Jonathon Bringins was nominated for the position.

4        Mr Jonathon Bringins resides within the Limehills/Centre Bush Township and meets the criteria of being eligible to stand for the CDA.

5        At the recent meeting of the Limehills/Centre Bush CDA Members supported the nomination of Mr Jonathon Bringins and recommended his appointment be confirmed by Council.

 

 

Recommendation

That the Council:

a)            Receives the report titled Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee” dated 19 March 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)           Confirms the Limehills/Centre Bush Community Development Area Subcommittee’s recommendation that Mr Jonathon Bringins be appointed to fill the vacancy on the subcommittee effective from March 2018.

 

Attachments

There are no attachments for this report.  

 


Council

27 March 2018

 

Extraordinary Vacancies - Ohai Community Development Area Subcommittee

Record No:             R/18/2/3225

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The Ohai Community Development Area Subcommittee (CDA) has two vacancies due to the resignations of Mr Mark Hooper and Mr Ivan Sunde.

 

Background

2        The process to fill the two vacant positions on the CDA subcommittee for the balance of the 2016/2019 triennium is via one of the following options;

a)   Advertisements placed in local information bulletins

b)   Holding of a public meeting

c)   Notices strategically placed throughout the affected township

3        In this instance, the Ohai CDA decided to hold a public meeting and invite nominations from the public at the meeting.

4        As a result the successful nominees for the two vacancies on the CDA were namely Mrs Clare Miller and Mrs Vanessa McGeoch.

5        Mrs Clare Miller and Mrs Vanessa McGeoch reside within the Ohai Township and meet the criteria of being eligible to stand for the CDA.

6        At the recent meeting of the Ohai CDA Members supported the nomination of Mrs Clare Miller and Mrs Vanessa McGeoch and recommended their appointments be confirmed by Council.

 

 

Recommendation

That the Council:

a)            Receives the report titled “Extraordinary Vacancies - Ohai Community Development Area Subcommittee” dated 16 March 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)           Confirms the Ohai Community Development Area Subcommittee’s recommendation that Mrs Clare Miller and Mrs Vanessa McGeoch be appointed to fill the vacancies on the subcommittee, effective from March 2018.

 

 

Attachments

There are no attachments for this report.  

 


Council

27 March 2018

 

Minutes of the Community and Policy Committee Meeting dated 15 November 2017

Record No:             R/18/2/3640

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Community and Policy Committee meeting held 15 November 2017 as information.

 

 

Attachments

a             Minutes of Community and Policy Committee Meeting dated 15 November 2017 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Regulatory and Consents Committee Meeting dated 16 November 2017

Record No:             R/18/3/4969

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Regulatory and Consents Committee meeting held 16 November 2017 as information.

 

 

Attachments

a             Minutes of Regulatory and Consents Committee Meeting dated 16 November 2017 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Tuatapere Community Board Meeting dated 12 December 2017

Record No:             R/18/2/3263

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 12 December 2017 as information.

 

 

Attachments

a             Minutes of Tuatapere Community Board Meeting dated 12 December 2017 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Winton Community Board Meeting dated 4 December 2017

Record No:             R/18/2/3606

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 4 December 2017 as information.

 

 

Attachments

a             Minutes of Winton Community Board Meeting dated 4 December 2017 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Balfour Community Development Area Subcommittee Meeting dated 19 February 2018

Record No:             R/18/3/4753

Author:                      Rose Knowles, Committee Advisor/Customer Support Partner

Approved by:         Rose Knowles, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Balfour Community Development Area Subcommittee meeting held 19 February 2018 as information.

 

 

Attachments

a             Minutes of Balfour Community Development Area Subcommittee Meeting dated 19 February 2018 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Lumsden Community Development Area Subcommittee Meeting dated 12 February 2018

Record No:             R/18/3/4746

Author:                      Rose Knowles, Committee Advisor/Customer Support Partner

Approved by:         Rose Knowles, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Lumsden Community Development Area Subcommittee meeting held 12 February 2018 as information.

 

 

Attachments

a             Minutes of Lumsden Community Development Area Subcommittee Meeting dated 12 February 2018 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Orepuki Community Development Area Subcommittee Meeting dated 24 October 2017

Record No:             R/18/3/4960

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Orepuki Community Development Area Subcommittee meeting held 24 October 2017 as information.

 

 

Attachments

a             Minutes of Orepuki Community Development Area Subcommittee Meeting dated 24 October 2017 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Riversdale Community Development Area Subcommittee Meeting dated 19 February 2018

Record No:             R/18/3/4758

Author:                      Rose Knowles, Committee Advisor/Customer Support Partner

Approved by:         Rose Knowles, Committee Advisor/Customer Support Partner

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Riversdale Community Development Area Subcommittee meeting held 19 February 2018 as information.

 

 

Attachments

a             Minutes of Riversdale Community Development Area Subcommittee Meeting dated 19 February 2018 (separately enclosed)

 


Council

27 March 2018

 

Minutes of the Winton Wallacetown Ward Committee Meeting dated 18 October 2017

Record No:             R/18/3/5941

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Winton Wallacetown Ward Committee meeting held 18 October 2017 as information.

 

 

Attachments

a             Minutes of Winton Wallacetown Ward Committee Meeting dated 18 October 2017 (separately enclosed)