Notice is hereby given that a Meeting of the Limehills/Centre Bush Community Development Area Subcommittee will be held on:




Meeting Room:



Thursday, 15 March 2018


Limehills Community Centre

116 Ayr Street, Limehills


Limehills/Centre Bush Community Development Area Subcommittee Agenda







David Kean


Deputy Chairperson

Garry Cooper



Jonathan Cooney



Alistair Henderson



Neville Stirling



Councillor Darren Frazer





Committee Advisor

Alyson Hamilton

Community Partnership Leader

Michelle Stevenson



Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840




Full agendas are available on Council’s Website




Terms of Reference - Community Development Area Subcommittees


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

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

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

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

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

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

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


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


Community Development Area Subcommittees will provide leadership by:

·                 Positively representing their community and the Southland District;

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

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


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

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

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

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

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


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


Engagement and representation

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

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

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

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



·                Approving expenditure within the limits of annual estimates.

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


Rentals and leases

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

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

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


Local assets and facilities

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

·                  Appoint a local liaison person responsible for community housing.

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


Assets and Facilities

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


Rentals and leases

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

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

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



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

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

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



·                Recommending annual estimates to Council

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


Local Policy

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

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

·                Appoint a local liaison person responsible for community housing.


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

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

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


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018



ITEM                                                                                                                                                                                  PAGE


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 Minutes                                                                                                                               6


7.1         Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee                                                                                                                                                      9

7.2         Financial Report to Limehills/Centre Bush Community Development Area Subcommittee for the year ended 30 June 2017                                                                           15

7.3         Strategic Framework 2018 - 2028 Long Term Plan                                                                       21

7.4         Local budgets included in the Long Term Plan 2018-28                                                           29

7.5         Council Report                                                                                                                                                   49

7.6         Schedule of Meetings for 2018                                                                                                                65


8.1         Chairperson’s Report


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

8.2         Councillor’s Report


                Councillor Frazer to report on matters from the District Council table


1             Apologies


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


2             Leave of absence


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


3             Conflict of Interest


Subcommittee Members are reminded of the need to be vigilant to stand aside from decision-making when a conflict arises between their role as a member and any private or other external interest they might have.


4             Public Forum

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


5             Extraordinary/Urgent Items

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

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

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

(ii)          the reason why the discussion of this item cannot be delayed until a subsequent meeting.

Section 46A(7A) of the Local Government Official Information and Meetings Act 1987 (as amended) states:

“Where an item is not on the agenda for a meeting,-

(a)           that item may be discussed at that meeting if-

(i)            that item is a minor matter relating to the general business of the local authority; and

(ii)           the presiding member explains at the beginning of the meeting, at a time when it is open to the public, that the item will be discussed at the meeting; but

(b)          no resolution, decision or recommendation may be made in respect of that item except to refer that item to a subsequent meeting of the local authority for further discussion.”


6             Confirmation of Minutes

6.1         Meeting minutes of Limehills/Centre Bush Community Development Area Subcommittee, 31 October 2017


Limehills/Centre Bush Community Development Area Subcommittee





Minutes of a meeting of Limehills/Centre Bush Community Development Area Subcommittee held in the Limehills Community Centre, 116 Ayr Street, Limehills on Tuesday, 31 October 2017 at 6pm.





David Kean


Deputy Chairperson

Garry Cooper



Councillor Darren Frazer





Committee Advisor

Alyson Hamilton


Community Partnership Leader

Michelle Stevenson




The meeting failed due to falling short of a quorum.


Due to the lapsing of the meeting the business on the agenda will be considered at the next meeting of the subcommittee which is scheduled Thursday, 15 March 2018.





Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee

Record No:             R/18/1/1547

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                              Recommendation                         Information





1        The Limehills/Centre Bush Community Development Area Subcommittee (CDA) is to consider the vacancy on the subcommittee created by the resignation of Ms Kirsty Rodger who has moved out of the area.


2        The Limehills/Centre Bush CDA is entitled to six locally elected representatives.

3        Qualification for election to the subcommittee is that the nominees must

·     Be a resident and reside within the defined boundary of the CDA or

·     Be a ratepayer within the defined boundary of the CDA

4        Furthermore the nominees must be nominated by persons who;

·     Are a resident and reside within the defined boundary of the CDA or

·     Are a ratepayer within the defined boundary of the CDA

5        The following options are available to the subcommittee regarding the vacancy:

(a)     Do nothing - just remain at 5 locally elected representatives.

(b)     Appoint the highest unsuccessful candidate at the last CDA Triennial elections; this does not apply for this particular subcommittee as there were only 6 candidates nominated at the last Triennial elections.

(c)     Subcommittee members to canvas the community for suitable nominees to fill the vacancy: this can be done by:

·        Placing advertisements in local information bulletins,

·        Holding a public meeting, or

·        Displaying advertisements strategically placed around the Limehills/Centre Bush Township.


6        If there are more nominees than required an election on “first past the post” process is held and in the event of the last two nominees receiving the same number of votes then the result will be decided by the toss of a coin.

7        The successful nominee is then required to have their election to the CDA confirmed by Council.




That the Limehills/Centre Bush Community Development Area Subcommittee:

a)            Receives the report titled “Extraordinary Vacancy - Limehills/Centre Bush Community Development Area Subcommittee” dated 6 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)           Considers the options and directs accordingly.




a             Letter of resignation from Kirsty Rodger

b             Limehills/Centre Bush Community Development Area Subcommittee Boundary map    


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Financial Report to Limehills/Centre Bush Community Development Area Subcommittee for the year ended 30 June 2017

Record No:             R/17/9/20791

Author:                      Moira Tinnock, Community Engineer

Approved by:         Anne Robson, Chief Financial Officer


  Decision                                        Recommendation                                  Information




Community financial performance for the year

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

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

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

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

Significant Variances to the Annual Budget


5       Income was slightly behind budget due to a lower interest rate being received on reserves $545 and less hireage of the community centre than budgeted $800.


6       Operational expenditure was higher than expected ($10k) due to the mechanical cleaning of the stormwater ditches. A report went to Council for the approval of the unbudgeted expenditure on 22 February 2017 and the work was funded from reserves.  This was offset by lower operational costs on the hall of $2.5k

Capital Expenditure

7       Community centre projects were in progress or deferred with no costs incurred at year end. Refer to the projects list below.

8       The $17,168 budget for the kitchen upgrade and the hot water system was used to replace the hot water system, this will be paid in the 2017/18 year. The kitchen upgrade which has been deferred, will be funded by way of a loan once a decision has been made to proceed.

Financial Considerations


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


Limehills/Centre Bush

Schedule of Reserve Balance



Project List

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


Project Name

Financial Year

AP Budget

Actual cost



Officer’s Comment

Community centres

Replace hot water system in showers




In progress - Construction

Additional funding from deferred kitchen upgrade

Community centres

Upgrade of Kitchen





Project deferred funding to be applied to replacing hot water system


Mechanical cleaning of open drains





Completed April 2017




That the Limehills/Centre Bush Community Development Area Subcommittee:

a)            Receives the report titled “Financial Report to Limehills/Centre Bush Community Development Area Subcommittee for the year ended 30 June 2017” dated 2 March 2018.



a             Limehills Centre Bush Annual Report figures for the year ended 30 June 2017    


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018



Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Strategic Framework 2018 - 2028 Long Term Plan

Record No:             R/17/9/23151

Author:                      Nicole Taylor, Project Co-ordinator Corporate Planning

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information




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

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

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



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

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

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

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


Vision: Southland: one community offering endless opportunities


Community Outcomes:

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

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


-         Resilient communities that leave a legacy for tomorrow

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


Mission: Working together for a better Southland

Our Approach:

-           We will work in partnership with our communities

-           We will constantly look for better ways

-           We will work as one team


Strategic Priorities:

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


Our Focus

i.        Improve how we work

ii.       Provide appropriate infrastructure/services

iii.      Make informed decisions

iv.      More people


8.       The key changes to the framework include:

       revised vision

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

       addition of approach statements under the mission statement

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

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



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

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

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

   be older (ageing population)

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

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

   have a higher proportion of people on fixed incomes

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

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

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

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

    Working with communities to create great places

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

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

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

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

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

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

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

Vision and Mission

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

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

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

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

Our Approach

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

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

-     We will work in partnership with our communities

-     We will constantly look for better ways

-     We will work as one team

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

Community Outcomes

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

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

-     a strong/proud/connected community

-     a community where people belong

-     building trust

-     working collaboratively with communities and other organisations across the region

-     valuing the environment

-     dealing with change.

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

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

ii.   Resilient communities that leave a legacy for tomorrow

Strategic Priorities

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

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

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

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

Our focus:

1.       Improve how we work

2.       Provide appropriate infrastructure/services

3.       Make informed decisions

4.       Attract more people

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

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

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

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

Next Steps

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

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

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

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

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

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

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

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



That the Limehills/Centre Bush Community Development Area Subcommittee:

a)            Receives the report titled “Strategic Framework 2018 - 2028 Long Term Plan” dated 2 March 2018.




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


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Local budgets included in the Long Term Plan 2018-28

Record No:             R/18/3/4717

Author:                      Moira Tinnock, Community Engineer

Approved by:         Anne Robson, Chief Financial Officer


  Decision                                        Recommendation                                  Information




1        To advise the local budgets included in the draft Long Term Plan (LTP) 2018-2028 and the proposed rates for the year commencing 1 July 2018.

Executive Summary

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

3        The draft budgets have been incorporated into the Council’s draft Long Term Plan (LTP) 2018-2028 which will be released for consultation on 7 March 2018.  Once the plan is finalised (and subject to any changes resulting from submissions), the budgets shown for 2018/2019 will be used to set rates for the year beginning 1 July 2018 (referred to as LTP year 1).

4        The information in this report and its attachments was prepared for inclusion of a meeting on 31 October 2017 where no quorum was reached.  The financial information in this report has been updated to reflect the information being used for consultation from the report included in the agenda of 31 October 2017.



That the Limehills/Centre Bush Community Development Area Subcommittee:

a)            Receives the report titled “Local budgets included in the Long Term Plan 2018-28” dated 5 March 2018.






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

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

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

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

Overview of the Process

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

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

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

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

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

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

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



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

Open Spaces

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

Freedom Camping

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

Land and Water Plan

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

Revenue and Financing Policy

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

Community Leadership Plans

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

Local Budget Development

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

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

24      In preparation for the 2018-2028 LTP, Council officers have reviewed and updated Council’s various AMPs.

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

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

(A)    Overview

This section includes details of the draft rates for the Limehills/Centre Bush community (compared to the previous year).  The section also includes an overview of reserves and loans.

(B)    Rate Type Financial Information and Activity Summary

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

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

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

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

iv.   This part contains a schedule of fees and charges showing the current fee and charge (2017/2018) compared to the draft fees set for 2018/2019.

(C)    Planned Projects

This section includes a list of the maintenance and capital projects planned for the Limehills/Centre Bush community for the next 10 years.

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

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

(D)   Appendices

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

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

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

Factors to Consider

Legal and Statutory Requirements

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

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

Community Views

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

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

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

Costs and Funding

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

Stormwater Monitoring Costs

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


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


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

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

§  Interest has been included in the projected reserve balances for the 10 years of the plan and transferred directly to the relevant reserves (later in 2017).

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

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

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

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

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

Policy Implications

36      The report is a summary of plans prepared in respect to all of the services the CDA intends to provide in the Limehills/Centre Bush community during the 10 year period from 1 July 2018 to 30 June 2028.  The information including the estimates have been incorporated in the draft 2018 LTP Consultation Document and final LTP 2018-2028



a             Limehills Estimates and Local Activity Plan Information for the Draft Long Term Plan (LTP) 2018-28    


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018



Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Council Report

Record No:             R/18/2/3889

Author:                      Michelle Stevenson, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information



Chief Executive

Havelock North Water Inquiry 

1        The Stage Two report from the Havelock North Water Inquiry, which focuses on how water is managed across the country was released in early December. A copy of the report is available on the Department of Internal Affairs website (

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

3        The Inquiry report makes a number of recommendations including:

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

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

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

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

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

·      Improve resourcing and capability of drinking water assessors

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

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

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

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

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

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

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

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

Water 2050 Project

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

8        The project seeks outcomes in the following five areas:

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

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

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

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

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

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

Climate Change

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

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

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

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

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

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

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

Civil Defence Review

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

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

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

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

Local Government Risk Agency (LGRA)

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

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

Southern Tourism Opportunities Workshop

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

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

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

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

Southland Regional Development (SORDs)

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

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

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


Whakamana te Waituna Trust

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

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

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


Community and Futures Group

MBIE Stewart Island Community Plan Update

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

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

35      The Stewart Island community have had opportunity to speak extensively with the consultant over numerous occasions, take part in community workshops, a community fete, and contribute to the plan through multiple surveys. 

36      A final workshop will be held on the Island 5 March to give feedback to the community from the process and will be attended by the Southland District Mayor, Southland District Council Chief Executive, Southland District Council Group Manager Community & Futures, Environment Southland, the Ministry of Business, Innovation and Employment, Department of Conservation, and the Ministry of Primary Fisheries.

37      An interim report has been submitted to Council and identifies a number of key issues for the future development of Stewart Island.  The final report will be prepared for Council in February/March 2018 to consider the views and aspirations of those living on the island.  Through funding provided by MBIE there is a further opportunity to investigate one or two investment plans for future development on Stewart Island.

Welcome Ambassador Project Update

38      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.

39      A meeting of Council and community development staff in December 2017 and January 2018 has determined a public meeting to be held on 7 March 2018, 7.30pm at the Te Anau Club.  The objective of the public meeting is to seek interest from the wider community in taking part in, and take ownership of the project.  The public meeting will involve an introduction to the concept from community development staff, facilitated by Council, and will introduce how the project has worked in Canterbury to date.  Any subsequent group established in Te Anau may choose to use the existing model, or create their own that better reflects their local community and wider district and region.

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

Community Organisation and Volunteer Sector Shared Services Pilots

41      The purpose of this project is to develop and run two pilot projects around the concept of shared services and shared service delivery within a geographically based and an interest based group of community organisations and volunteer groups within the Southland district.

42      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.

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

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

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

46      Once the pilots are initiated, community development staff will begin one-on-one and group discussions with community organisations and volunteer sectors in the identified areas.  The pilots will be run throughout the 2018 calendar year.

Lumsden Railway Precinct upgrade

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

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

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

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

Community Leadership Planning Process – Phase Three Update

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

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

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

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

Community Governance Project and Representation Review

55      On 8 February the Community and Policy Committee considered a report that provided an update on the Community Governance Project and a summary of the community conversations held in November.   The Community Governance Project was initiated by Council over two years ago to focus on developing the community governance and representation framework to work more effectively and efficiently for Council and Southland district.  It is also looking to deliver equity of representation and keeps local input and involvement at its centre. 

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

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



Milford Opportunities Project

58      On the 16th of November 2017 the inaugural meeting of the Milford Opportunities Governance Group was held in Invercargill. The independent chair is Dr Keith Turner and the members are Mayor Gary Tong, Mayor Jim Boult, Aimee Kaio (Ngai Tahu), Jim Harland (NZTA), Bruce Parkes (DOC), Geoff Thomson (Business), Richard Lauder (Business), and Iain Cossar (MBIE).

59      The governance group approved the draft Terms of Reference (ToR), with some changes, and similarly the draft Request for Proposal (RFP) for the project managers role.

60      The RFP was advertised on the 23rd of November. The closing date for submitting a proposal for the Milford Opportunities project manager role was the 15th of December. In total 13 proposals were received although one was submitted after the stated closing time. The assessment panel met on January 19th to compare assessments and identify a shortlist who were then asked to make a presentation to the governance group on the 26th of January.

61      A further Milford visit and governance group meeting took place on 15/16 February.

Tourism Infrastructure Fund

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

Long Term Plan 2018-2028

63      A significant amount of work on the Long Term Plan has been completed or is nearing completion.

64      Key dates from here:

·   January: Audit of Consultation Document completed

·   February: Council adoption of final Consultation Document and Supporting Information

·   7 March to 9 April: Consultation period

·   Mid April to May: Hearings and Deliberations

65      Mid June: Adoption of final LTP

Community Futures 2040 – towards the 2021 LTP

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

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

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

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

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

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

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

73      The report includes:

·      Current situational analysis of the Southland District Council

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

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

·      Identification and analysis of core industries

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

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

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

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

·      Over time decline of international migration

·      Over time decline for home ownership.

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

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

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

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

·      Wellbeing in Western communities of interest areas is low.


Information Management

Digitisation Project Update

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

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

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

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

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

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


Customer Support

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


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


Services and Assets

Te Anau Wastewater

84      A business case for the Kepler option was considered by Council at its 13 December 2017 meeting. As part of its approval for the next stage of works Council has asked that further work be progressed to evaluate the merits of subsurface drip irrigation as compared with the currently consented centre pivot irrigation.

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

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

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

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

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

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

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

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

Golden Bay Wharf

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

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

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


People and Capability

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

91      The Health and Safety Policy has been updated and is available in all work locations. Our new policy will ensure our Health and Safety goal is met.  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.

92      Steve Manaena was appointed into the Team Leader Community Engineers.  Previously Steve was a Community Engineer.  Steve has had previous leadership experience and significant project management experience.

93      The appointment of a Group Manager Services and Assets has been made, with Matt Russell starting in the role towards the end of February 2018.  The current Group Manager Ian Marshall signalled his retirement in 2017, and will stay on with Council throughout 2018 to undertake project work and ensure a smooth transition to this important role for Council.


Environmental Services

Winton Air Quality Update

94      Environment Southland and Southland District Council will be jointly publishing an article for circulation around this issue.  The article will appear in the March 2018 edition of Environment Southlands’ EnviroSouth publication. 

95      Environment Southland had undertaken some work with Good Wood suppliers, however Council staff understand that none of these are located in Winton.  Environment Southland will advertise for further suppliers to join the scheme.

96      Environment Southland are responding to all smoke nuisance complaints, initially with education followed by compliance procedures.

97      Southland District Council have approved an extension to the wood burner free building consent incentives scheme until 31 December 2020.

Dog Control Amnesty

98      SDC will be running a dog control amnesty from Monday 12 February 2018 until Friday 13 April 2018.  Promotion of the amnesty will start shortly.  This amnesty will apply to dogs that are ordinarily kept in the District. 

99      The amnesty relates to:

·    Free registration of unregistered dogs until the end of this registration period (and free microchip as per normal); and

·    Any dogs registered through the amnesty that are menacing breeds will be desexed for free. There are five breeds that are required to be classified as menacing dog – they are American pit bull terriers types, Brazilian Fila, Dogo Argentino, Japanese Tosa, and Perro de presa Canario.

100    Council’s records, along with NZ wide data, show that there is a link between unregistered dogs and dog attacks, and Council wants to reduce the number of unregistered dogs in the District. To take advantage of the amnesty, owners will need to fill out a registration form before Friday 13 April.




101    Income for the Limehills/Centre Bush Community Development Area Subcommittee is on track and within expected levels.

102    Expenditure for the Limehills/Centre Bush Community Development Area Subcommittee is currently under budget year to date and is due to less expenditure at the community centre for material damage insurance, and budgeted electricity costs.

103    Capital Expenditure is over budget for the Limehills/Centre Bush Community Development Area Subcommittee and is due to the 2016/17 shower hot water upgrade and extended gas heating into the kitchen project.  The expenditure did not come out of the 2016/17 year as scheduled and was carried forward to 2017/18.  The project is now showing as paid in full at $17,168.

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







That the Limehills Community Development Area Subcommittee:

a)            Receives the report titled “Council Report” dated 28 February 2018.




There are no attachments for this report.  


Limehills/Centre Bush Community Development Area Subcommittee

15 March 2018


Schedule of Meetings for 2018

Record No:             R/18/1/1696

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information




1        The purpose of the report is to approve a schedule of meeting dates for 2018 so that meetings can be publicly notified in accordance with the requirements set by the Local Government Official Information and Meetings Act 1987 following the Council adopting a meeting schedule for 2018.

Executive Summary

2        The adoption of a meeting schedule allows for reasonable public notice preparation and planning for meeting agendas.  The Local Government Official Information and Meetings Act 1987 which has requirements for Local Authorities to follow for public notification of meetings.

3        The meeting schedule for the Limehills/Centre Bush Community Development Area Subcommittee is required to be set for 2018.

4        Southland District Council approved the Terms of Reference for the Community Boards/Subcommittees at its meeting on 26 October 2016.  In the approved terms of reference was the frequency of meetings Subcommittees are to meet on the same timetable as the 2013/2016 triennium.



That the Limehills/Centre Bush Community Development Area Subcommittee:

a)            Receives the report titled “Schedule of Meetings for 2018” dated 26 February 2018.


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


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


d)           Agrees to meet at 7.30pm at the Limehills Community Centre on the following dates in 2018:

·        Thursday 15 March 2018

·        Thursday 17 May 2018

·        Thursday 30 August 2018

·        Thursday 15 November 2018




5        An approved schedule of meetings dates is required so that meetings can be publicly notified in accordance with the Local Government Official Information and Meetings Act 1987.

Factors to Consider

Legal and Statutory Requirements

6        The legal and statutory requirements for meetings of Council, Committees, Subcommittees and Community Boards are spelt out in the Local Government Act 2002 and the Local Government Official Information and Meetings Act 1987.

Community Views

7        There are no community views.

Costs and Funding

8        The only costs for the implementation of a meeting schedule are the public notification via the newspaper once a month in accordance with the Local Government Official Information and Meetings Act 1987.

Policy Implications

9        There are no policy implications.


Options Considered

10      Options considered are that if no meeting schedule be agreed, then no meetings of the Limehills/Centre Bush Community Development Area Subcommittee could be held.  The other option is to adopt a meeting schedule as proposed in the recommendations which enables dialogue between the Community Board/Subcommittee and District Council Staff on a regular basis.

Analysis of Options

Option 1 – No meeting schedule



·        There are no advantages

·        Council officers and Community Board/Subcommittees unable to achieve work in the Boards/Subcommittees area as no meetings are being held.


Option 2 – Adoption of a schedule of meetings



·        Council officers and Community Board/Subcommittees are able to achieve work in the Boards/Subcommittees area as meetings are being held on a regular basis

·        There are no disadvantages


Assessment of Significance

11      The assessment of significance is that this is not significance as defined in the Local Government Act 2002.

Recommended Option

12      The recommended option is option 2 – Adoption of a schedule of meetings.

Next Steps

13      The next steps once the schedule is adopted it to ensure that each month the meetings are publicly notified to enable the Community Board/Subcommittees to meet.



There are no attachments for this report.