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

 

Date:

Time:

Meeting Room:

Venue:

 

Thursday, 1 November 2018

10am

Council Chambers
15 Forth Street
Invercargill

 

Council Agenda

OPEN

 

MEMBERSHIP

 

Mayor

Mayor Gary Tong

 

Deputy Mayor

Paul Duffy

 

Councillors

Stuart Baird

 

 

Brian Dillon

 

 

John Douglas

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Julie Keast

 

 

Ebel Kremer

 

 

Gavin Macpherson

 

 

Neil Paterson

 

 

Nick Perham

 

 

IN ATTENDANCE

 

Chief Executive

Steve Ruru

Committee Advisor

Fiona Dunlop

 

 

Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840

Email: emailsdc@southlanddc.govt.nz

Website: www.southlanddc.govt.nz

 

Full agendas are available on Council’s Website

www.southlanddc.govt.nz

 

 

 


 


Council

01 November 2018

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                5

2             Leave of absence                                                                                                                                                5

3             Conflict of Interest                                                                                                                                             5

4             Public Forum                                                                                                                                                         5

5             Extraordinary/Urgent Items                                                                                                                        5

6             Confirmation of Council Minutes                                                                                                             5

Reports - Policy and Strategy

7.1         Dark Skies Sanctuary Accreditation on Stewart Island                                                               7

Reports - Operational Matters

8.1         Monthly Financial Report - September 2018                                                                                161

8.2         Unbudgeted Expenditure for the Supply and Installation of Extra Bollard Street Lighting for Cathedral Drive and Waiau Street, Manapouri                                               175

8.3         Unbudgeted Expenditure Request, Invercargill Office Utilisation and Business Case Reporting                                                                                                                                                           179

8.4         Removal of Trees - Pearl Harbour, Manapouri                                                                            185

8.5         Management Report                                                                                                                                   193

Reports - Governance

9.1         Southland Museum and Art Gallery 2018 Annual Report                                                     215

9.2         Minutes of the Lumsden Community Development Area Subcommittee Meeting dated 13 August 2018                                                                                                                                               241

9.3         Minutes of the Manapouri Community Development Area Subcommittee Meeting dated 9 August 2018                                                                                                                                   243

9.4         Minutes of the Stewart Island Jetties Subcommittee Meeting dated 30 October 2017                                                                                                                                                                                  245

9.5         Minutes of the Stewart Island Jetties Subcommittee Meeting dated 13 September 2018                                                                                                                                                                                  247

9.6         Minutes of the Otautau Community Board Meeting dated 2 August 2018               249

9.7         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 August 2018                                                                                                                                                                                  251

9.8         Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 September 2018                                                                                                                                                                       253

9.9         Minutes of the Riverton/Aparima Community Board Meeting dated 23 July 2018 255

9.10       Minutes of the Tuatapere Community Board Meeting dated 14 August 2018        257

9.11       Minutes of the Winton Community Board Meeting dated 6 August 2018                 259   

Public Excluded

Procedural motion to exclude the public                                                                                                       261

C10.1    Unbudgeted Expenditure - Contract 18/09: Te Anau Watermain Renewals

C10.2    2018 Bridge Disposal Landowner Agreements

C10.3    Pyramid Bridge Replacement Update

C10.4    Core Systems Review - Phase One - Systems Integration

C10.5    Unbudgeted Expenditure - Telephone System

C10.6    Southland Regional Development Agency - Formation Agreements

C10.7    Chief Executive's Performance Review 2017/2018

C10.8    Employment of Chief Executive

 


Council

01 November 2018

 

1             Apologies

 

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

 

2             Leave of absence

 

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

 

3             Conflict of Interest

 

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

 

4             Public Forum

 

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

 

5             Extraordinary/Urgent Items

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

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

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

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

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

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

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

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

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

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

 

6             Confirmation of Council Minutes

6.1             Meeting minutes of Council, 25 September 2018


Council

1 November 2018

 

Dark Skies Sanctuary Accreditation on Stewart Island

Record No:             R/18/9/21767

Author:                      Margaret Ferguson, Resource Management Planner

Approved by:         Bruce Halligan, Group Manager Environmental Services

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To seek a decision from Council as to whether it wishes to endorse the recommendation from the Regulatory and Consents Committee to proceed with a Plan Change to allow for the management of lighting on Stewart Island to meet Dark Sky Sanctuary Accreditation requirements.  

Executive Summary

2        The following report has been prepared following a request by the Stewart Island Promotion Association to Council to assess the existing lighting regulations imposed by the District Plan in order to identify the opportunities for imposing stricter lighting controls for the purpose of successfully applying for Dark Sky Sanctuary Status accreditation on Stewart Island/Rakiura.

3        A full assessment of the existing regulatory framework, to include the following:

·      A review of the legislative context within which Council operates to determine if it has the mandate to include Dark Sky Sanctuary requirements.

·      An assessment of the Objectives and Policies of the District Plan against the Dark Sky Sanctuary requirements.

·      An assessment of the Rules of the District Plan against the Dark Sky Sanctuary requirements to identify what lighting controls already exist and if these meet the Dark Sky Sanctuary requirements or not.

·      An assessment of any other documents and plans that are applicable in this instance against the Dark Sky Sanctuary requirements.

·      The identification of regulatory options available to Council to enable Dark Sky Sanctuary requirements to be met.

4        At its meeting on 6 September the Regulatory and Consents Committee considered this issue and has recommended that Council proceeds with the development of a Plan Change.

5        At its meeting on 5 September, Council resolved as part of its consideration of an item relating to the funding of Ulva Island and Millers Beach jetty repairs, to ask the Chief Executive to develop terms of reference for a proposed review of the strategic challenges associated with the delivery of services to the Stewart Island/Rakiura community. It also formally noted that it would consider, should it be so recommended by the Regulatory and Consents Committee, whether it would be appropriate for the proposed Plan Change being progressed before the strategic challenges review was completed when the matter was bought to it for consideration.

6        Work is underway to develop draft terms of reference for the proposed review. These will be discussed with the Community Board prior to their being reported back to Council. Until the terms of reference are finalised it is difficult to determine how long completion of this exercise will take. 

 

Recommendation

That the Council:

 

a)            Receives the report titled “Dark Skies Sanctuary Accreditation on Stewart Island” dated 6 September 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 a Plan Change to include lighting controls as they relate to all of the property on Stewart Island shall be implemented.

 

d)           Notes the decision of the Regulatory and Consents Committee to recommend to Council that it should endorses Option 2 – to proceed to a Plan Change to include all property (both public and private) on Stewart Island / Rakiura, with associated pre-application consultation and communications plan.

 

e)            Considers whether it is appropriate for the proposed Plan Change to proceed prior to the completion of the review of the strategic challenges associated with the provision and funding of Council services on Stewart Island/Rakiura being completed.

 

Background

What is Dark Sky Sanctuary Status?

7        Dark Sky Sanctuary Status is an internationally recognised award for public or volunteered private land possessing exceptional or a distinguished quality of starry nights.   The accreditation is awarded by the International Dark Sky Association (IDA) following a formal application process.

8        It is important to note that private land is formally exempt from the requirements of the Dark Sky Sanctuary accreditation process.  However, because private lighting has the potential to compromise the ongoing maintenance of a Sanctuary Status private landowners are encouraged to ‘opt into’ the process.  

What work has been done to date?

9        Work has already progressed to enable the Stewart Island Promotion Association to lodge an application for Stewart Island/Rakiura to become an International Dark Sky Association approved Dark Sky Sanctuary.  The Association desires to include both public and private land within the accredited area.

10      In November 2017 an assessment of the quality of the Rakiura/Stewart Island night sky was undertaken by Mr Paul Wilson of Xyst Sustainable Existence Consultants.  A report entitled the ‘Southland Dark Skies Framework’ (attached at Appendix 1) was published which concluded that the night sky on Rakiura/Stewart Island, when measured at strategic locations, had a night sky dark enough to meet Dark Sky Sanctuary accreditation requirements.  

11      Whilst it has been determined that the existing night sky brightness on Stewart Island/Rakiura is sufficient to meet Dark Sky Sanctuary accreditation requirements, without any rules in place to control lighting from any future development, Sanctuary status could be compromised.  

12      Subsequent to the ‘Southland Dark Skies Framework’ report, the ‘Rakiura – Stewart Island Dark Sky Sanctuary Work Plan’ report was published (attached at Appendix 2), which outlined the process to obtaining Dark Sky Sanctuary accreditation on Stewart Island. 

13      A lighting inventory of the existing lighting on Rakiura/Stewart Island was also undertaken, along with public consultation to determine the level of support within the community for seeking Dark Sky Sanctuary Accreditation status on the Island.  The ‘Dark Skies Survey Results’ report was published in January 2018 (attached at Appendix 3) which concluded that of the 90 respondents to the survey, 79 supported the proposal and 11 did not.

14      The concerns raised by the public via consultation were the potential for rules and regulations; the potential cost to business; safety issues associated with lack of lighting; increase in tourism numbers given attraction of Sanctuary Status and the impact of this on the Island; and the inconsistency of the weather to provide star gazing opportunities.

15      In light of the above Council was subsequently approached by the Stewart Island Promotion Association to investigate the range of planning and/or other controls which might be able to be put in place to assist with the management of external lighting on Rakiura/Stewart Island in a manner which would assist the Association to achieve Dark Sky Sanctuary Status.  This report is the result of that request.

What is the criteria to achieve Dark Sky Sanctuary Status?

16      To achieve Sanctuary Status the ‘Eligibility Criteria’ and the eight ‘Minimum Requirements’ as outlined in the International Dark – Sky Association Dark Sky Sanctuary Program Criteria 2015 must be met (attached at Appendix 4).

17      In this instance the ‘Eligibility Criteria’ has been met on land sought for Sanctuary Status because the nightsky on Rakiura/Stewart Island has been deemed to provide an exceptional dark sky resource where the night sky is dark enough to meet Dark Sky Sanctuary requirements.   

18      In terms of the ‘Minimum Requirements’, there are range of requirements that must be met with the most relevant to Council being Requirements A, B, D, F and G:

A)  The preparation of a ‘Lightscape Management Plan’ (LMP).

The Lightscape Management Plan is binding upon all participating private and public landowners within the Dark Sky Sanctuary accredited area and stipulates in detail the level of lighting allowed.  The LMP is required to either comply with or exceed existing regulatory controls.  The LMP is required to be enforceable and therefore needs to be adopted by the local regulatory authority as part of its role.  It is noted that Council would not be required to prepare the LMP per se, but support it through its regulatory role.  

B)  Evidence of commitment to the Dark Sky Sanctuary and LMP by having at least 67% of existing outdoor lighting fixtures in the sanctuary accredited area meeting the LMP; or an alternative fraction approved by the Dark Sky Place Committee.

D)  A schedule on which 90% of all outdoor lighting within the accredited area is to meet the LMP within 5 years and 100% to meet the LMP within 10 years.

F)   The acknowledgement of the Dark Sky Sanctuary Status within long term planning documents to include identifying the protected area, detailing the important scientific, natural and cultural and/or scenic resource value of the sanctuary.

G)  Signage associated with the Sanctuary is to be established once accreditation is achieved. 

19      As stated above, private land is exempt from the Dark Sky Sanctuary Status requirements however private lighting has the potential to impact on the Sanctuary Status if it is not managed appropriately. 

What is Council required to do to facilitate Dark Sky Sanctuary Status accreditation?

20      Council needs to decide whether it introduces regulatory control of lighting on Rakiura/Stewart Island in order to achieve and maintain Dark Sky Sanctuary Status. 

21      Council needs to decide which land is to be regulated with lighting controls i.e. will the controls apply to both public and un-volunteered private land. 

22      Council needs to identify which regulatory option to adopt for the purposes of controlling lighting.

Factors to Consider

Legal and Statutory Requirements

23      There is a hierarchy of planning documents at a national and regional level which govern how the environment is managed District wide. These include the Resource Management Act 1991, National Policy Statement(s) and the Southland Regional Policy Statement.   A review of these higher level planning instruments is found at Appendix 5 attached.  

24      Overall, these planning instruments do not directly mandate the protection of the nightscape however, the broad values of the overarching documents do allow for a principled inclusion of the Dark Sky Sanctuary requirements into the District Plan.

It is duly noted that should Council resolve to initiate a Plan Change that this will not guarantee the Plan Change will be formally adopted.   Should significant opposition arise to a Plan Change during the submission process, then Council will have the option to withdraw the Plan Change having regard to the potential resources and costs which could be involved in progressing the Plan Change to its natural conclusion.


 

What are the existing lighting controls within the Southland District Plan 2018

25      The District Plan sets a framework for development and the management of the natural and physical resources in the District.  It establishes Objectives, Policies and Rules for managing the environmental effects of land use, subdivision and development. 

26      A full assessment of the Objectives, Policies and Rules of the following Chapters of the District Plan against the Dark Sky Sanctuary requirements is attached at Appendix 6 and 7. 

Objectives and Policies

27      No specific reference is made in any Objectives and Policies within the District Plan to protect the amenity of the night sky through controlling lighting. The Signage Chapter Objectives and Policies seek to consider location and design of signage to minimise adverse effects on amenity values, adding further that amenity values can be compromised by the illumination of signage, however, this reference is not specifically for the purposes of protecting the nightsky.  

28      There are general Objectives and Policies around protecting and enhancing the natural and cultural values of the area and protecting and enhancing residential amenity, which could broadly include protection of the nightsky. 

Rules

There are some lighting controls within the General Standards of the Fiordland/Rakiura Zone Chapter, Urban Zone Chapter, Industrial Zone Chapter and Signage Chapter, however these controls do not meet the Dark Sky Sanctuary requirements for the following reasons:

·      There is no requirement that lighting is to be shielded to reduce lightspill. 

·      There is no specification in terms of what colour of light is to be installed. 

·      There is no restriction on light being emitted above the horizontal plane.

It is noted that a Discretionary Activity resource consent allows for Council to consider any issue it deems relevant and impose conditions accordingly.   The opportunity therefore exists for conditions that would meet Dark Sky Sanctuary requirements being applied to this type of resource consent.  

‘Other’ documents and Plans

The following ‘other’ documents and plans are considered applicable and an assessment of these documents is attached at Appendix 8.

·      Southland District Council Subdivision, Land Use, and Development Bylaw 2012

·      Conservation Management Strategy and Rakiura National Park Management Plan

·      2003 District Wide Reserves Management Plan

·      The Cry of the People - Te Tangi a Tauira

29      The Southland District Council Subdivision, Land Use and Development Bylaw 2012, Conservation Management Strategy and Rakiura National Park Management Plan and the 2003 District Wide Reserves Management Plan place value upon landscape and general amenity, however there is no specific reference to nightsky and the protection of the nightsky from light pollution.  

30      The Cry of the People – Te Tangi a Tauira Iwi Management Plan acknowledges the impact of light pollution as an issue because light pollution can distort celestial darkness.  The Plan includes policy statements seeking to encourage planning techniques to eliminate light pollution for new suburban and coastal subdivisions.  

What are the Options available to Council to facilitate Dark Sky Sanctuary Status accreditation?

31      The following regulatory options are available to Council which will enable Dark Sky Sanctuary requirements to be met.   

Option 1: A Plan Change (un-volunteered private property IS NOT SUBJECT to accreditation requirements).

32      A Plan Change to include Objectives, Policies and Rules specifically relating to lighting, and the identification of a Dark Sky Sanctuary accredited area on Rakiura/Stewart Island that encompasses both public land and volunteered private land only. 

Option 2: A Plan Change (un-volunteered private property IS SUBJECT to accreditation requirements).  

33      A Plan Change to include Objectives, Policies and Rules specifically relating to lighting, and the identification of a Dark Sky Sanctuary accredited area on Rakiura/Stewart Island that encompasses both public and un-volunteered private land. 

Option 3: A bylaw

34      A bylaw to include specific lighting controls on Rakiura/Stewart Island only.  Current advice from the Policy and Strategy Department is that the proposal may not meet the tests under the Local Government Act 2002 to create a Bylaw, or to amend and include lighting within the existing Subdivision, Land Use and Development Bylaw 2012.     

Option 4: Voluntary agreements

35      A voluntary agreement stipulating the type of lighting to be used between the group managing the Dark Sky Sanctuary and local home owners and residents.

Option 5: Do nothing

36      Council does nothing.

Costs and Funding

37      With regards to funding the above options it is recommended that Council funds the Plan Change.  It is anticipated that the cost of a Plan Change can be incorporated into the existing Planning budget with some reprioritisation of work.  

38      Any cost incurred in the ongoing upkeep of the Sanctuary Status once accreditation has been achieved, to include; education and promotion; development of the Lightscape Management Plan (LMP); ongoing signage; and any retrospective lighting changes on private property that may be required is borne by either the Stewart Island Promotion Association and / or the Community Board.  

39      Whilst this project is primarily Stewart Island / Rakiura specific, the outcome from this work will potentially provide a District wide template for other areas to adopt if requested.

40      Given that there will be costs for both the district and the local Stewart Island community associated with the development and subsequent implementation of the Plan Change and Dark Skies Sanctuary it could be argued that it is important for Council to complete the strategic challenges service delivery review before it makes a decision. In that way it can ensure that an informed decision that takes account of the relative priorities between different service needs and wants of the community, along with their ability to pay is made.   

Strategic Challenges Service Delivery Review

41      At its meeting on 5 September, Council resolved as part of its consideration of an item relating to the funding of Ulva Island and Millers Beach jetty repairs, to ask the Chief Executive to develop terms of reference for a proposed review of the strategic challenges associated with the delivery of services to the Stewart Island/Rakiura community. The terms of reference, once drafted, are to be discussed with the Stewart Island/Rakiura Community Board, before they are forwarded to Council for further consideration.

42      Council also formally noted, at its 5 September meeting, that it would consider, should it be so recommended by the Regulatory and Consents Committee, whether it would be appropriate for the proposed Plan Change being progressed before the strategic challenges review was completed when the matter was bought to it for consideration.

43      Staff have started drafting terms of reference for the proposed review. At this stage it is seen that the scope of the review will include:

·    Consideration of the strategic challenges associated with the delivery of services to meet the needs of the Stewart Island/Rakiura community and how they are addressed/managed by the range of Council and community entities that have responsibility for providing leadership on these issues

·    The planning and asset management processes that are in place for determining the range, level and mix of services that should be delivered to the community and how priorities are set between different areas of demand

·    The current and projected costs associated with delivering services to the Island community

·    The current and potential future range of funding tools, including an assessment of ability to pay, that could be used to meet the prioritised service needs of the Island community.

44      Earlier this year, Council received a report on the Community Planning process that was led by Sandra James from Connecting People. In her report Ms James identified some significant issues for the island community, including a lack of strategic leadership that may leave the island vulnerable in social, cultural, economic and environmental activities, a desire from the wider community to develop meaningful partnerships with external agencies and an opportunity to do things differently, and a feeling of isolation from the rest of Southland.

45      It is seen as important that the work completed by Ms James and her recommendations be used to inform the proposed strategic challenges review.

Analysis of Options

Option 1 – Plan Change – (un-volunteered private land IS NOT SUBJECT TO accreditation requirements)

Advantages

Disadvantages

·   The protection of nocturnal habitats, enabling astro-tourism opportunities, and the positive impact on human health from reduced artificial lighting.

·   No additional rules to be borne by the private resident i.e. the status quo relating to lighting rules on private property would remain.

·   Potential for the administering body to take ownership of community education to seek voluntary engagement in the initiative.  This would support Council’s strategic vision for community involvement and working together with Council for a better Southland.

·   Monitoring costs and time would be minimal given its public land and rate of development would be limited.

·   Whilst Council will need to maintain the street and public reserve land lights there is potential for Council seek funding to cover this cost and eliminate the expense from the ratepayer.

·   Whilst the success of the sanctuary is reliant on the support of the community to make lighting changes where necessary, a large portion of the Island is National Park (85%) therefore, the Dark Sky Sanctuary is still viable and attractive in that format.

·   Only reliant on two parties for consultation i.e. DoC and SDC.

·   The Plan Change process is likely to cost less overall given private land is excluded.   It is more likely to have a more certain outcome. 

·   This does not rule out any future community led plan change to address private property.

·   Potential for an increase in tourism to the Island with associated economic benefits.

·   Potential template for other areas within the District to adopt and implement Dark Skies status with associated benefits.

Cost to Council

·    Cost of processing a Plan Change to include Resource Management Planner at a chargeable rate of $150.00 per hour.  To date 41.5 hours spent on this report at a cost of $6225.00. 

·    Administration cost of processing the Plan Change would be borne by Council and indirectly the ratepayer.  Potential cost for Plan Change that is straight forward is $10,000.00 - $20,000.00.

·    Extra monitoring required to enforce the new rules.  The Compliance Officer would be cost of $150.00 per hour plus a site visit to potentially remote locations.

·    There is the potential for an increase in the number of consents that Council and DoC would be required to obtain given different light options are not provided for in Reserve Management Plans for example (which would normally be exempt if District Plan Rules are covered.) 

·    Extra documents need to be created to assist public e.g. guidance on what lights to buy.

·    Cost to Council to maintain the lights on public land.  An estimated cost to upgrade the street lighting by Paul Wilson is $25,000.00.

·    Cost of signage to be borne by Council.  Estimated at $5000.00.

·    The success of ongoing compliance with Dark Sky Sanctuary requirements relies upon the public being supportive and making the voluntary changes to lighting where necessary.

·    Future development on private land may compromise the Sanctuary Status.

 

Option 2 – Plan Change – (un-volunteered private land IS SUBJECT TO accreditation requirements)

Advantages

Disadvantages

·   The protection of nocturnal habitats, enabling astro-tourism opportunities, and the positive impact on human health from reduced artificial lighting.

·   Whilst Council will need to maintain the street and public reserve land lights there is potential for Council to seek funding to cover this cost and eliminate the expense to the ratepayer.

·   Potential for increase in tourism to the Island associated economic benefits.

·   Compliance and maintenance of Dark Sky Sanctuary status would be certain.

·   Minimise any new developments emitting unsuitable light which could compromise accreditation.

·   Potential template for other areas within the District to adopt and implement Dark Skies status with associated benefits.

 

·   Additional rules to be borne by the private resident and the potential for a resource consent if non-compliant. 

·   Any advantages of the Sanctuary status would potentially benefit only those involved in tourism i.e. those not engaged in tourism activity would have the expense of meeting the rules, but are not rewarded financially. 

·   Cost of processing a Plan Change to include Resource Management Planner at a chargeable rate of $150.00 per hour.  To date 41.5 hours spent on this report at a cost of $6225.00. 

·   Administration cost of processing the Plan Change would be borne by Council and indirectly the ratepayer.  Given the number of affected parties (all residents), this could be a drawn out legal process and cost accordingly.

·   Extra monitoring required to enforce the new rules.  The Compliance Officer would be cost of $150.00 per hour plus a site visit.

·   Extra documents need to be created to assist public e.g. guidance on what lights to buy.

·   Cost to Council to maintain the lights on public land.  An estimated cost to upgrade the street lighting by Paul Wilson is $25,000.00.

·   Cost of signage to be borne by Council.  Estimated at $5000.00.

Option 3 – A Bylaw

Advantages

Disadvantages

·   The protection of nocturnal habitats, enabling astro-tourism opportunities, and the positive impact on human health from reduced artificial lighting.

·   Whilst Council will need to maintain the street and public reserve land lights there is potential for Council to seek funding to cover this cost and eliminate the expense to the ratepayer.

·   Potential for increase in tourism to the Island with associated economic benefits.

·   Compliance and maintenance of Dark Sky Sanctuary status would be certain.

·   Potential cost for Bylaw is $10,000.00 - $20,000.00.

·   Would only apply to private land and therefore would need to be used in conjunction with a Plan Change that relates to public land. 

·   Covers the entire District.  This would place rules and associated costs on areas that are not included within the Sanctuary accredited area.

·   Enforcing a Bylaw is difficult.

·   Potential that the Local Government Act 2002 does not provide for a Bylaw to be created relating to lighting for one specific area.  This is based upon the strict test that Council is required to meet in order to use the LGA to implement a Bylaw.

 

Option 4 – Voluntary Agreement between private land owners and administering body to be used in conjunction with Option 1.

Advantages

Disadvantages

·   This control would be used in conjunction with a Plan Change over public land (Option 1).  The Dark Sky Sanctuary Status could be met over the entire Island by having voluntary lighting controls that meet the LMP.

·   No additional rules imposed on private property above what is already detailed within the District Plan.

·   Cost to Council would be for a Plan Change as per Option 1. 

 

·   There is a lack of certainty that lighting controls will be maintained by public and there this compromises the Sanctuary Status.

·   Relies on administering group to monitor and enforce the agreements.

·   Potential for Council to be involved in the agreement process and associated costs to include human resources and monetary. 

·   Potential for discord amongst community i.e. if one neighbour has signed an agreement and another has not, the potential conflict that could arise. 

·   Not binding and therefore limited options for enforcement.

 

Option 5 – Do nothing

Advantages

Disadvantages

·   No cost to ratepayer or Council.

 

·   The Island does not achieve Dark Sky Sanctuary accreditation status. 

 

Assessment of Significance

46      The piece of work is not significant in terms of the Local Government Act 2002 however, without Council making the determination to accept regulatory responsibility for controlling lighting on Rakiura/Stewart Island then the requirements of the Dark Sky Sanctuary accreditation cannot be met and maintained. 

Recommended Option(s)

47      Option 2 – Plan Change to include all land owners on Rakiura/Stewart Island to include both public and private.  By adopting rules to apply to all landowners on the Island there is certainty that the Dark Sky Sanctuary accreditation requirements will be met and maintained going forward.   

Next Steps

48      That if the Council is supportive of this recommendation, that Council sets a timeframe for reporting back to the Regulatory and Consents Committee with a proposed project plan to include pre-notification consultation and community consultation.

 

Attachments

a             Appendix 1 Southland Dark Skies Framework

b             Appendix 2 Rakiura Stewart Island Dark Sky Sanctuary Work Plan

c             Appendix 3 Dark Skies Survey Results January 2018

d            Appendix 4 IDSS Guidelines October 2015

e             Appendix 5 Legislative Context

f             Appendix 6 Assessment of District Plan Objectives and Policies

g            Appendix 7 Assessment of District Plan Rules

h            Appendix 8 Other Planning Documents    

 


Council

01 November 2018

 

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Council

1 November 2018

 

Monthly Financial Report - September 2018

Record No:             R/18/9/21800

Author:                      Dipal Patel, Project Accountant

Approved by:         Anne Robson, Chief Financial Officer

 

  Decision                                        Recommendation                                  Information

 

 

 

Summary

1.   Over the last year Finance have been working to revise the Monthly Financial Report. This is the new report which reports by Council’s 9 Groups of Activities. We have tried to incorporate previous comments from the Finance and Audit Committee as well as the Executive Leadership Team.

2.   This Monthly Financial Report summarises Council’s financial results for the three months to 30 September 2018.

3.   The Monthly Financial Report Summary consolidates the business units within each of the 9 Groups of Activities.

4.   The Monthly Financial Report includes:

·      Year to Date (YTD) Actuals, are the actual costs incurred

·      Year to Date (YTD) Projection, which is based on the full year projection and is a combination of the Annual Plan and carry forwards

·      Year to Date (YTD) Budget, which is based on the full year budget

·      Full Year (FY) Budget, which is the Annual Plan (AP) budget figures.

·      Full Year (FY) Projection, which is the Annual Plan Budget figures plus the carry forwards.

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

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

7.   Southland District Council Summary Reports use a materiality threshold to measure, monitor and report on financial performance and position of the Council.  The materiality threshold adopted by Council, together with annual budget for 2018/2019 is variances greater or lower than 10% of the original adopted budget and greater than $10K in value  

8.   Report Contents:

A.  Council Monthly Summary

B.   Council Summary Report - Income and Expenditure Commentary

C.   Statement of Comprehensive Income

D.  Statement of Financial Position and Movement Commentary

E.  Statement of Cash Flows

 

 

Recommendation

That the Council:

a)            Receives the report titled “Monthly Financial Report - September 2018” dated 25 October 2018.

 

Attachments

a             Monthly Council Financial Report - September 2018    

 


Council

01 November 2018

 

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Council

1 November 2018

 

Unbudgeted Expenditure for the Supply and Installation of Extra Bollard Street Lighting for Cathedral Drive and Waiau Street, Manapouri

Record No:             R/18/9/22127

Author:                      Nick Lewis, Community Engineer

Approved by:         Matt Russell, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To consider the request from the Manapouri Community Development Area Subcommittee (CDA) for approval of unbudgeted expenditure for the supply and installation of extra bollard street lighting to Cathedral Drive and Waiau Street in the Manapouri Township.

Executive Summary

2        The CDA requested investigation into the costs to supply and install extra bollard street lighting at two locations within the Manapouri Township, being Cathedral Drive and Waiau Street to address the lack of lighting at these two locations. This was presented to the CDA at its
18 September 2018 meeting.

3        At the 18 September 2018 meeting the Manapouri Community Development Area Subcommittee resolved to request approval of unbudgeted expenditure for extra bollard street lighting to Cathedral Drive and Waiau Street be supplied and installed, with a price having been received from Caird Electrical Services Ltd totalling $18,015 plus GST. Allowing for contingency a total project budget of $20,000 plus GST is sought.

4        As the expenditure is unbudgeted and over $10,000 plus GST, the approval of Council is required.

 

Recommendation

That the Council:

a)            Receives the report titled “Unbudgeted Expenditure for the Supply and Installation of Extra Bollard Street Lighting for Cathedral Drive and Waiau Street, Manapouri” dated 24 October 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)           Approves the unbudgeted expenditure of $20,000.00, plus GST, for the supply and installation of new bollard street lighting along Cathedral Drive and Waiau Street, Manapouri to be funded from the Manapouri General Reserve.

 


 

Background

5        The Manapouri CDA requested investigation into the costs for extra bollard street lighting at two separate areas of the township being, along Cathedral Drive extending form the end of the existing bollard street lights toward the Manapouri Lakeview Motor Inn, and from the Cathedral Drive Intersection along Waiau Street towards the Manapouri Store. This request is to address the lack of lighting at these two locations, and the health and safety risk such insufficient lighting presents.

6        It is the position of the CDA that the extra bollard street lighting should be provided at the two locations and that the project budget of $20,000 is approved for the undertaking of this work.

7        As the expenditure is unbudgeted and over $10,000 plus GST, the approval of Council is required. The bollard lights to be installed are to be the same as the existing Cathedral Drive bollard lights that were renewed this past financial year in order to keep the same standard of bollard lighting in Manapouri.

Issues

8        The issue of a lack of street lighting at these two nominated locations, as requested by the CDA, has come from public input directly to the CDA members along with both CDA members and the Community Engineers observations. The inadequate lighting along Cathedral Drive resulted in the renewal of all the existing bollard street lighting this past financial year.

Factors to Consider

Legal and Statutory Requirements

9        There are no legal or statutory requirements.

Community Views

10      The position of the CDA are taken to represent the community and is the result of feedback received to the CDA by members of the public.

11      The CDA at its meeting on 18 September 2018 resolved to recommend to Council that the unbudgeted expenditure to provide this bollard street lighting be approved.

Costs and Funding

12      A preferred quote of $18,015.00 was received by Caird Electrical Services Ltd. Caird Electrical currently undertakes all bollard light maintenance repairs and renewals within the Te Anau and Manapouri townships. They are also the contractors who undertook the bollard light replacement project along Cathedral Drive this past 2017/ 2018 financial year. The Community Engineer advises that he considers the costs to be reasonable but advises a nominal contingency should be added allowing for an overall project budget of $20,000.

13      The Manapouri General Reserve balance is budgeted at $61,550.00 for the 2018/ 2019 financial year. There is sufficient funds to cover this expense.

Policy Implications

14      As the value is over $10,000 plus GST of unbudgeted expenditure then Council approval is required.

Analysis

Options Considered

15      The options are to either approve the unbudgeted expenditure or not.

Analysis of Options

Option 1 – Approve unbudgeted expenditure

Advantages

Disadvantages

·        Will allow the supply and installation of new bollard street lighting to proceed earlier than waiting for inclusion into the Annual Plan or LTP, thus addressing a health and safety issue more promptly.

·        Other than additional expenditure no disadvantages are identified.

 

Option 2 – Decline unbudgeted expenditure

Advantages

Disadvantages

·        None identified other than savings on expenditure

·        Creates the risk of not addressing an identified health and safety issue around insufficient lighting to the nominated areas.

 

Assessment of Significance

16      Not considered significant.

Recommended Option

17      Option 1 approve the unbudgeted expenditure.

Next Steps

18      Engage the nominated contractor to supply and install the new bollard street lighting.

 

Attachments

There are no attachments for this report. 

 


Council

1 November 2018

 

Unbudgeted Expenditure Request, Invercargill Office Utilisation and Business Case Reporting

Record No:             R/18/10/24727

Author:                      Matt Russell, Group Manager Services and Assets

Approved by:         Matt Russell, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to seek approval for $250,000 of unbudgeted expenditure to enable a Business Case and Utilisation Assessment to progress. These will inform the decision-making process in regards to options for the Invercargill Office.

Executive Summary

2        The Invercargill Office is overdue a significant amount of maintenance works including a major refurbishment. It is evident that these works and the associated building consent process would trigger the requirement to address accessibility and fire compliance issues. Furthermore, were this work to be undertaken it may also make sense to consider the seismic deficiencies associated with areas of the existing buildings.

3        The resultant scope would represent a significant escalation of costs, potentially beyond the point at which further investment of the scale needed would be prudent. This is particularly pertinent when considering the age and layout of the building, the inefficient use of space and the aging support infrastructure that is at or near capacity.

4        In response to the issues identified above, the 2018/2028 LTP identified approximately $11M in years 2022-2024. The purpose of these funds was to signal the level of investment that would likely be needed in the Invercargill Office, subject to an assessment process. It is not yet clear as to whether the funding is best invested in the existing building or an alternative building (existing or new).  In order to inform this decision-making process and position the project for delivery in line with the programmed expenditure, it is necessary to undertake some preliminary assessment works. These preliminary steps involve two key work streams to be undertaken concurrently:

a.   The first is a Business Case process to assess the options associated with the proposed investment for the Invercargill Office and identify a recommended option for Council; and

b.   The second work stream is considered necessary to inform the Business Case process. This involves utilisation analysis of the current office to determine how the organisation utilises the existing workspace. This would be used to assist in either confirming the suitability of the existing space over the long-term (and any subsequent refurbishment design process), or the lack of suitability (and subsequently inform the design process for an alternative location).

5        It is noted that the Services and Assets Committee received this report at the 17 October 2018 committee meeting and formally supported the staff recommendation to approve the requested unbudgeted expenditure.

 

Recommendation

That the Council:

a)            Receives the report titled “Unbudgeted Expenditure Request, Invercargill Office Utilisation and Business Case Reporting” dated 24 October 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)           Approves unbudgeted expenditure of up to $250,000 for the purposes of completing a Business Case and Utilisation Assessment associated with the Invercargill Office Development identified in years 2022-2024 of the 2018-2028 Long Term Plan to be funded from the District Property Development Reserve.

 

e)            Delegate authority to the Group Manager – Services and Assets to expend up to $250,000 on the Business Case and Utilisation Assessment works for the Invercargill Office Development and be funded from the District Property Development Reserve.

 


 

Background

6        The Invercargill Office has suffered from underinvestment over recent years. We are now at a point where the necessary maintenance works are likely to trigger a building consent that would result in a requirement for Council to address, at a minimum, the accessibility and fire compliance issues with the existing buildings.

7        Further to the above, the buildings are overdue an internal refurbishment which would logically also entail a component of seismic strengthening. When considering the costs of a refurbishment coupled with the maintenance and compliance works, there is a risk that these cost escalations may result in an investment that would exceed that considered prudent for the buildings noting their current age and the constraints that they impose on the work of the organisation.

8        Council recently engaged a local Quantity Surveyor and Architect to confirm the concerns staff had regarding the likely costs and scope-creep associated with any works required to be undertaken in association with the existing Invercargill Office. This work confirmed the likely costs of an upgrade and the potential high-level costs for some alternative scenarios to the point that provided logical justification to delve further into both the upgrade and alternative options for the Office.

9        From here it is proposed to undertake a detailed Business Case process to determine and assess in detail the options for the Invercargill Office with an aim to present a recommended option to Council. As part of this process it is also proposed to concurrently undertake a utilisation assessment of the existing workspace and functions to crystallise the needs for the organisation moving forward and inform a design and development process for the recommended business case option.

10      It is anticipated that the business case will cover the following elements:

-     Assess the suitability of the existing Invercargill Office in the short and long term, including; required maintenance, compliance deficits, seismic strengthening and refurbishment considerations (i.e. existing spaces, staff numbers, public access areas, utility / infrastructure suitability etc);

-     Detail the various alternative options and potential locations for the Invercargill Office; and

-     Associated processes, timeframes and cost information.

11      It is anticipated that the utilisation assessment will cover the following elements:

-     Assess the way in which Council as an organisation utilises each of the relevant spaces within the existing buildings in the context of day to day business operations (i.e. desktops, meeting rooms, public spaces, café spaces, circulation / breakout areas etc);

-     Use this information to assess the suitability of existing spaces and identify ways in which any subsequent development (to either the existing buildings or proposed development) would be designed to best meet the needs of the organisation.

12      It is evident that the above work streams are required to inform the decision-making process around the next steps. It is considered important to ensure this information is both comprehensive and robust given the potential scale of the proposed investment.

Issues

13      Currently there is $11M for the Invercargill Office development in years 2022-2024 of the 2018 LTP. In order to progress the work streams identified above it is necessary to obtain unbudgeted expenditure.

Factors to Consider

Legal and Statutory Requirements

14      Section 80 of the Local Government Act requires that if a decision is significantly inconsistent with any policy adopted by the local authority, the local authority must clearly identify the inconsistency, the reason for the inconsistency and indicate whether there is an intention to amend the policy.

15      It is noted that the delegated authority requested as part of this report is inconsistent with both the procurement policy and the delegated authority policy. It is further evident that the procurement policy is inconsistent with the delegated authority policy. However, it is important to note that the procurement policy is in the process of being reviewed and updated.

16      The delegated authority policy allows the GM – Services and Assets authority to enter into contracts up to $200,000 in value. The report seeks approval on a ‘one-off’ basis to increase this to $250,000 for the purposes of resourcing the work identified within this report. There is no intention to amend the policy and increase the existing delegated authority through this process.

17      While this proposed delegation is inconsistent with the current delegations policy staff are of the view that it is not significantly inconsistent given the one off nature of the issue and the quantum involved of $50,000 above the existing delegation. If Council agree then it does not need to pass a resolution in accordance with section 80.

Community Views

18      The funding for the Invercargill Office development was identified in the 2018-2028 LTP. No submissions were received either in support of, or against this funding.

Costs and Funding

19      Pricing will be sought from the market in order to progress the work streams identified above. However, it is anticipated that approximate funding of $250,000 will be required to undertake both the business case and utilisation assessment work. This value is an estimate at this stage and it is hoped that the works are able to be completed well within this estimate.

20      It is proposed to fund the unbudgeted expenditure from the District Property Development Reserve. The purpose of this reserve is to fund property development works. There is sufficient balance within this reserve to fund the proposed work streams.

21      As above, given the scale of the overall potential investment it is considered that the business case should be completed to a comprehensive standard. It is anticipated this work will be led by an Architect but will likely require multi-disciplinary input.

22      Delegated Authority is sought for the GM – Services and Assets to coordinate the proposed works streams and expenditure, with updates and detail to be provided on actual costs as the information becomes available.

Policy Implications

23      The procurement of the works will be undertaken in line with the procurement policy. However, as above, it is noted that the requested value exceeds the delegated authority of the GM – Services and Assets.

Analysis

Options Considered

24      Option 1: Approve the requested unbudgeted expenditure and associated work streams.

25      Option 2: Decline the request at this point.

Analysis of Options

Option 1 – Approve the requested unbudgeted expenditure and associated work streams.

Advantages

Disadvantages

·        Works commenced to progress action associated with the Invercargill Office and support delivery in line with LTP programme.

·        Works not budgeted for in current financial year.

 

Option 2 – Decline the requested unbudgeted expenditure

Advantages

Disadvantages

·        No unbudgeted expenditure required.

·        Lack of investment in critical SDC infrastructure exacerbated.

·        Ongoing non-compliance with accessibility and fire management.

 

Assessment of Significance

26      Determines that the matter of funding preliminary investigations be recognised as not significant in terms of Section 76 of the Local Government Act 2002 given that it involves the development of a business case for an internal administrative support function. The matter is also provided for in the 2018 LTP.

Recommended Option

27      The staff recommendation is to approve Option 1: Approve the requested unbudgeted expenditure and associated work streams. It is noted that the Services and Assets Committee have previously received this report and support the staff recommendation.

Next Steps

28      Provided approval is granted staff will proceed to procure the appropriate resource necessary to complete the identified work streams.

 

Attachments

There are no attachments for this report.  

 


Council

1 November 2018

 

Removal of Trees - Pearl Harbour, Manapouri

Record No:             R/18/10/23794

Author:                      Ian Marshall, Senior Projects Manager

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of the report is to seek Council approval for unbudgeted expenditure and a funding contribution for a Manapouri Community Development Area subcommittee project, which involves the removal of native trees in the Pearl Harbour area adjacent to the public toilet.

Executive Summary

2        The report discusses the issues surrounding the native trees in the Pearl Harbour area adjacent to the public toilets and partially occupying road.  The report proposes a scenario where Council approve unbudgeted expenditure of $64,400 subject to the Manapouri CDA subcommittee subsequently resolving to proceed with the project.  The Manapouri CDA will be responsible for funding the physical works costs, estimated to be $43,400.

3        It is also proposed that Council contribute funding towards the project to cover the costs of the consent application process estimated to be $21,000.  This funding to come from the District Operations Reserve.

 

Recommendation

That the Council:

a)            Receives the report titled “Removal of Trees - Pearl Harbour, Manapouri” dated 18 October 2018.

 

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

 

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

 

d)           Note that the Manapouri Community Development Area subcommittee have previously considered the cost of removing the trees in the Pearl Harbour area to be too expensive for the Manapouri area to afford.

 

e)            Approve the unbudgeted expenditure of $64,400 for the Manapouri CDA subcommittee project to remove the trees in the area of the Pearl Harbour jetty and the public toilets and re-landscape the area on the condition that the Manapouri CDA subsequently resolve to proceed with the project including funding the physical works portion of the work estimated to cost $43,400.

 

f)             Approve funding the resource consent application and related reports costs estimated to be $21,000 and that this be funded form the District Operations Reserve.

 


 

Background

4        On 2 May 2018, the Manapouri Community Development Area subcommittee considered a report that had a primary purpose to discuss the removal of trees in the area adjacent to
Pearl Harbour jetty and the public toilets.  As this involves removal of native vegetation, t
hese works require a resource consent. Obviously, there is a cost associated with obtaining the necessary consent. 

5        The subcommittee discussed the issues and questioned where the responsibilities for funding the work lay.  The site is road within the town boundary and as such is effectively a locally funded reserve area albeit adjacent to a District funded public toilet and alongside a locally funded footpath and a District funded road.

6        The cost of the physical removal of the trees would normally be a local responsibility.  There was strong local opinion that all the trees should be removed but there was also acknowledgement that the CDA did not have the financial capacity to undertake this scope of work.

7        Ultimately, the subcommittee resolved to get clarification regarding funding for the resource consent application and to proceed with an ongoing maintenance management regime to deal with the safety risks from the worst affected trees.

8        A subsequent approach to the Chief Executive by the CDA chairperson, Shirley Mouat and Cr Ebel Kremer, requested a report be put to Council seeking agreement to fund the consent and associated costs for the removal of all the trees in the area adjacent to the public toilets and adjoining the Pearl Harbour jetty area.

9        This would mean the project would be a Manapouri CDA subcommittee project partly funded by a contribution from Council and partly funded by local funding. The District contribution would recognise the impact that the trees are having on the public toilet and road.

Issues

10      The underlying problem is an area of native trees in the Pearl Harbour area that is adjacent to the jetty, the public toilet block and the footpath.  These trees are mature and some are deteriorating and are a safety risk.  Secondly, some members of the community and CDA believe the area should be cleared of all trees and landscaped so as to improve the safety and the recreational value of the area.  The area overlooks the Pearl Harbour jetty and Waiau River.

11      The issue at the heart of the debate in this report is how the funding of tree removal, including the necessary consents and its associated supporting reports, should be distributed between local funding sources and District funding.  The work will also be unbudgeted expenditure for both the Council and the CDA.

12      To simplify the discussion it is sensible to break the costs into three areas:

1.   The consent costs including the application and associated supporting environmental and landscape studies and reports.

2.   The costs of removing all the trees in the area defined, in accordance with the consent.

3.   The costs of reinstating and landscaping or otherwise developing the affected area.

The Proposal

13      The proposal is that the project be commissioned on the basis that it is a CDA project; that the District will fund the costs of the consenting process and the CDA will fund all the physical works.  Council will need to approve the project and the funding for the consenting process conditional on the CDA subsequently resolving to fund the physical works and proceed with the work.

Factors to Consider

Legal and Statutory Requirements

14      Council has requirements under the Health and Safety at Work Act.  These responsibilities depend on the status of the site and the activities occurring on it.  The main issue being whether or not the site is deemed a work site at the time.  When the site is a work site Council has the responsibilities of a PCBU under the Act.

15     A PCBU has a primary duty of care to ensure, so far as reasonably practicable, the health and safety of:

·    workers who work for the PCBU while they are at work;

·    workers whose activities in carrying out the work are influenced or directed by the PCBU while the workers are carrying out the work; and

·    that the health and safety of any other person is not put at risk from the work being carried out.

16      There are times when the site will clearly be a work site, such as when Council staff or contractors are carrying out maintenance in the area.

Community Views

17      Members of the community have made submissions in public forum at CDA meetings requesting the CDA subcommittee remove the trees in the area under discussion.

18      The CDA subcommittee has discussed the removal of the trees at several meetings.  Action was initiated by the CDA to apply for consent to remove all the trees.  The project stalled because of the estimated cost of the consent process and the tree removal and disposal and the fact the CDA had no available budget for the work.

Costs and Funding

Unbudgeted Expenditure

19      The total project cost estimate is $64,400.  This has not been allowed for in current budgets therefore Council approval for unbudgeted expenditure is required.  In the first instance, Council needs to approve unbudgeted expenditure.

District costs

20      The costs that the Council is being asked to consider covering, from a District activity, are the resource consent costs, which have been estimated at $21,000.  This estimate is based on quotes from suitable external suppliers for the consent application and supporting technical reports.  Local information suggests suitably qualified expertise is available locally and so some of the study and reporting could be done for a lessor price.  This option will be utilised if practical. 
The District share could be funded from the District Operations Reserve.

21      The principle of the District partly funding what is substantially a local activity is at the nub of the issue for Council to consider.  The extenuating circumstances that make this situation extraordinary are the presence of the public toilets and the road itself which are District funded activities.  On the other hand the green space reserve element of the area and the footpath are locally funded activities.

22      A point of difference too is that the site is viewed by thousands of tourists each year as it is adjacent to Real Journeys loading point for tourists travelling by boat to the North Arm of Lake Manapouri to access Doubtful Sound.

CDA costs.

23      The estimated cost of tree removal and disposal is $35,000 based on two quotes and allowing a contingency factor.  It is proposed that these costs would be met by the CDA subcommittee.

24      The estimated cost of landscaping and developing the area based on a scope of work proposed by CDA member, Raymund Haanen, and including two seats is $8,400.  This cost will be the responsibility of the CDA.

25      This report precedes any decision being taken by the CDA. As a result any Council decision should be conditional on the CDA subsequently resolving to commission the physical work and to fund it using an appropriate combination of existing budgets, loan and reserve funding.

Unbudgeted Expenditure

26      The total project cost estimate is $64,400.  This has not been allowed for in current budgets and therefore Council approval for unbudgeted expenditure is required.

Policy Implications

27      At a high level the strategic framework has relevance in this situation.  If the intention of the work is to keep people safe and to provide suitable amenities for the public then this links  to the Council’s Strategic Priorities:

o 2. Provide appropriate infrastructure/services

§ Ensuring that we are providing infrastructure and services that are fit for purpose for current and future community needs.

§ Considering environmental sustainability and best use of natural resources

§ Considering appropriate levels of service

o 4.  More people

§ Ensuring that we build great local places where people want to live and supporting new development opportunities that will help attract more people to Southland. Key aspects include:

 -    Working with the community to create great local places

 -    Tourism (destination creation, management, marketing)

28      At an operational level the financial delegations and the terms of reference for Community Development Area subcommittees are relevant.  Both of these require unbudgeted expenditure of this level to be approved by the Council.

Analysis

Options Considered

29      Option 1 - Council approve the unbudgeted expenditure of $64,400. This would allow the project to remove the trees in the area of the Pearl Harbour jetty and the public toilets and re-landscape the area to proceed with both a District and local funding contribution. 

30      Option 2 - Council approve the unbudgeted expenditure of $64,400 for project on the basis that it be fully funded by the Manapouri CDA. 

31      Option 3 - Council do not approve the project and do not approve the unbudgeted expenditure.

 

Analysis of Options

Option 1 - Council approve the project and agree to fund the consent costs

Advantages

Disadvantages

·        The project proceeds and the risks from the deteriorating trees is removed.

·        The area is an enhanced local reserve green space.

·        The costs are shared on the basis of joint responsibility associated with the reserve, the footpath, the toilets and the road.

·        The percentage of responsibilities between District and local funding are blurred and could set a precedent.

Option 2 – Council approve the project on the basis that it be fully funded by the Manapouri CDA

Advantages

Disadvantages

·        The project proceeds and the risks from the deteriorating trees is removed.

·        The area is an enhanced local reserve green space.

·        The responsibilities between local and District funding are not blurred.

·        The project is highly unlikely to proceed because the CDA deem it unaffordable. 

Option 3 – Council do not approve the project

Advantages

Disadvantages

·        No expenditure is uncured.

·        The risks presented by the trees will not be removed or reduced.

·        The area will not be enhanced.

 

Assessment of Significance

32      This issue is considered to be not significant in terms of Council Significance and Engagement Policy.

Recommended Option

33      Option 1 is the recommended option.

Next Steps

34      Prepare a report to the Manapouri Community Development Area subcommittee detailing the Council’s decision and seek an appropriate resolution from the subcommittee.

 

Attachments

There are no attachments for this report. 

 


Council

1 November 2018

 

Management Report

Record No:             R/18/10/23900

Author:                      Steve Ruru, Chief Executive

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Chief Executive

Three Waters

1.       Work is continuing with the government’s Three Waters Review.

2.       In September the minister of local government, Hon Nanaia Mahuta, spoke at the Water NZ conference about the current Three Waters Review process and the need for change to the way in which water services are currently regulated and delivered.

3.       In her speech (www.beehive.govt.nz/speech/speech-water-nz-conference-three-waters-and-case-change) the minister made a number of strong comments about the need for widespread reform to the way in which water services are regulated, funded and delivered.

4.       The Local Government NZ vice president, Stuart Crosby also spoke at the Water NZ conference and delivered the following key messages:

·      the water system is not broken

·      a proper evidence base is required to develop change

·      regulatory failings need addressing first

·      aggregation may be a tool, but should not be mandatory.

5.       An initial report on the progress being made through the three waters review programme is due to be taken back to cabinet in October 2018. There will likely be further announcements about the range of options being considered and the timelines for final decisions in November. At this stage it is anticipated that decisions on the final shape of any new regulatory regimes will not be known until mid-2019.

6.       The Office of the Auditor-General (OAG) recently audited three district councils (Horowhenua District Council, Kāpiti Coast District Council and Manawatu District Council) and one city council (Palmerston North City Council) to understand the challenges they face in supplying drinking water to their communities.  The audit found, for all four councils, that some things had been done well and that other aspects could be improved.

7.       The OAG expects the Department of Internal Affairs to consider its findings as part of the Three Waters Review that is in progress.  It also considers that its report has relevance for the provision of drinking water beyond the review and it is likely that other councils are facing similar challenges and funding constraints to the four councils audited.

8.       A copy of the report is available on the OAG website (www.oag.govt.nz/2018/drinking-water).

Freshwater Reform

9.       On 8 October the government released their “Essential Freshwater” publication (http://www.mfe.govt.nz/sites/default/files/media/Fresh%20water/essential-freshwater.pdf), which provides a blueprint for the changes that they wish to make to the way in which freshwater is managed. 

10.     The government have set the following three objectives for their work in this area. These are: 

·      stopping further degradation as soon as possible, so that material improvements are made in water quality within 5 years.

·      reversing past damage so as to restore freshwater ecosystems to a healthy state within a generation.

·      addressing water allocation issues to achieve efficient and fair allocation of freshwater abstraction and nutrient discharges, having regard to all interests including Maori. 

11.     To determine how they might achieve these objectives and lead the implementation of proposed strategies the government have established the following six workstreams:

·      at-risk catchments – work will be undertaken to review current high risk catchments and report to Ministers with recommendations on what additional actions might be needed by the end of 2018

·      National Policy Statement (NPS) for Freshwater Management amendments – consultation on proposed amendments will occur in 2019 with an amended NPS taking effect in 2020

·      National Environmental Standard (NES) for Freshwater Management – a new NES is proposed to provide stronger direction on the environmental standards to be achieved, particularly in at risk catchments

·      Resource Management Act 1991 amendments – the proposed amendments, which will be introduced to Parliament late this year or in early 2019, will require regional councils to implement water quality and quantity limits more quickly than proposed currently.  They will include giving regional councils additional powers to review resource consent conditions part way through the term of a consent

·      allocation of freshwater resources – this workstream will cover the both the discharge of contaminants and water take decisions. There will be a consultation process on possible changes in these areas during 2019

·      future framework – this workstream will look at what components need to be developed to create a sustainable long term freshwater management framework.

12.     The proposed changes are being supported by the regional council sector, who see it as giving them additional tools to drive improvements in this area. From a territorial local authority perspective it will be important for Council to continue to monitor proposed changes in this area given that they will likely lead to a rise in the environmental standards that need to be met for wastewater and stormwater discharges.

Infrastructure Commission

13.     The government is currently consulting on the shape and responsibilities of the proposed new Infrastructure Commission. The decision to create the new commission follows on from a Treasury review which identified a number of weaknesses with the way in which infrastructure is currently managed. These include:

·      investment decisions are not well integrated. For the market, this means there is a lack of visible projects at sufficient scale

·      the focus is on building new assets, rather than focusing on outcomes

·      infrastructure investment decisions are not always informed by evidence

·      central and local government procurement capability is at times lacking

·      there are gaps in the information and data available to inform decision-making

·      skills shortages are one of the greatest challenges faced by industry.

14.     It is proposed that the functions of the new commission would include:

·      to gather and publish evidence on the state of infrastructure assets and networks

·      develop a long-term vision and strategy for infrastructure planning and delivery

·      identify New Zealand’s highest priority infrastructure investment needs

·      publicly identify and socialise regulatory and market barriers to better infrastructure outcomes

·      coordinate and publish capital intentions plans and pipeline information

·      provide best practice guidance on infrastructure delivery and procurement

·      act as a first point of contact for the market in relation to upcoming infrastructure investment and delivery opportunities.

Zero Carbon Bill

15.     The Ministry for the Environment has released a summary of the submissions received during its consultation on the Zero Carbon Bill.

16.     Key themes of the submissions and matters of note for the local government sector included:

·      91 per cent of respondents said they want a target of net zero emissions across all greenhouse gases by 2050 set in legislation now

·      local government and business/industry groups were more divided about what target New Zealand should adopt.  A number of local government submissions indicated preference for a target of net zero long-lived gases and stabilised short-lived gases by 2050

·      the majority of submissions (96 per cent) recommended that the Climate Change Commission should have an advisory and monitoring role only, on the basis that it should be politically independent, and the democratically elected government should make decisions.  Many submissions did, however, highlight the importance of having mechanisms to hold the government to account

·      many local government submissions believed it would be essential for the commission to include experts on adaptation.  A similar view was shared in a number of submissions made by business

·      92 per cent of submissions agreed that the Bill should cover climate change adaptation

·      most submitters agreed with the proposed functions of a national risk assessment and national adaptation plan.  However, views diverged on who should have responsibility for adaptation, including whether it should be the responsibility of the commission or the government, and whether there should be an adaptation sub-committee if responsibly lay with the cCommission

·      many submitters expressed the need for further information on what the proposed adaptation reporting power would entail and cover.   

17.     The Zero Carbon Bill is expected to be introduced to Parliament in mid-2019.

Stewart Island/Rakiura Service Sustainability Review

18.     At its meeting on 5 September Council asked the chief executive to develop a project scope for a potential service to investigate the strategic challenges associated with the delivery of services on Stewart Island/Rakiura.

19.     Proposed terms of reference have been drafted and currently being reviewed internally by staff prior to them being referred to the December community board meeting for comment.

20.     Depending on the feedback received it is likely that the proposed terms of reference will be reported to Council for consideration in February 2019.

Community and Futures

Governance

Representation Review

21.     At the time of writing, no date has been set for the next stage of the process being conducted by the Local Government Commission.  The final date for the representation review decision is 10 April 2019.

Local Authority Elections 2019

22.     It is now less than a year out from the local authority elections.  Election Day is 12 October 2019.  It is now timely to remind new people to the district or people who have moved in in the last couple of years to check that their details are up to date as the elections are conducted by postal voting.  There will be further information about this and standing as a candidate at a later date.  Planning has begun for this project.

Community Partnership Leaders

Shared Services

23.     The Edendale/Wyndham shared services pilot project is progressing with a person having been recently appointed to carry out the role.  This person has now met with all the groups involved in the pilot and has started attending their meetings in order to begin the shared service role.  All participating groups have also completed the first of several evaluation surveys which will benchmark where the group are in terms of need and their current situation. 

24.     Participating groups and the person working in the shared service role will complete regular evaluations over the duration of the pilot so that progress can be monitored and an indication of how successful the pilot has been and other learnings that can be gathered. 

Stewart Island Dark Sky Application

25.     An official application has been submitted to the International Dark Sky Association (IDA) for Stewart Island/ Rakiura. If successful, the island would gain accreditation as an International Dark Sky Sanctuary. This would make Rakiura the 5th such sanctuary worldwide and the second in New Zealand, along with Great Barrier Island.  The submission deadline was the 24th September 2018 and a decision is expected in December 2018.

26.     Southland District Council recently upgraded all street lights on the island so these comply with the requirements of the International Dark Sky Association.  Successful Dark Sky Sanctuary accreditation would bring many benefits to Stewart Island/Rakiura and to the Southland region. It would boost tourism to the island, allowing it gain international recognition for the quality of its night skies.

27.     The idea of Rakiura becoming a dark sky ‘sanctuary’ also enhances the reputation of the island as an eco-tourism destination.  Night sky viewing is a natural extension of this and has low impact on the island’s sensitive natural environment. It also complements the nocturnal nature of the island’s most famous resident – the Stewart Island Brown Kiwi. As night sky viewing is best in the winter months, accreditation will also help to draw visitors to the island in this traditionally slower season.

28.     A report has been prepared for Council recommending that it resolves to initiate a plan change to establish some stronger lighting controls on Rakiura to support the Dark Skies Sanctuary application that is currently being processed by the Dark Skies Association. One of the key requirements of achieving “sanctuary status” is having a level of lighting controls within the sanctuary area.

Strategy and Policy

Corporate Performance Framework

29.     The corporate performance framework aligns Council’s high level direction to its activities and outcomes, and its purpose is to streamline Council planning and reporting functions. 

30.     As part of the corporate performance framework, Council will deliver on its legislative requirements – including the Long Term Plan, Annual Plan, Annual Report and Activity Management Plans.  Council will produce an Interim Performance Report, undertaken three times a year – for the four month periods of July-October, November-February and March-June, with the third being produced to inform the Annual Report.

31.     The new framework will require Council activity managers to report by exception and provide meaningful explanation of the level of performance compared to what was planned. The Interim Performance Report will utilise Council’s new CAMMS reporting tool for the first report presented in November/December 2018.

32.     CAMMS has now been introduced to activity managers within Council, and those who will be inputting the information needed to complete the interim performance reporting.  Strategy and Policy staff, alongside the chief information officer and staff from Services and Assets are running a series of training sessions as we progress this stage of the implementation process. This will be a work in progress as we shift reporting tools for the organisation and seek a more efficient and effective way of working.

33.     Council staff have also now developed their team business plans and individual performance plans. These are an operational level tool to provide staff and elected members with the linkages between Council’s overall vision, and align that to the programmes of work, projects and operational requirements to effectively deliver what is promised in the Long Term Plan and Annual Plans. 

Annual Report 2017/18

34.     The Annual Report 2017 2018 was adopted on Tuesday 25 September after being recommended for adoption by the Finance and Audit committee on Monday 24 September.  The report tells the community and Council how well we did against what we said we were going to do in the Long Term Plan and Annual Plan, how much it cost to do this and how we paid for it. 

35.     The Local Government Act 2002 requires Council to prepare and adopt an Annual Report within four months of the end of each financial year.  This is the second year that Council has adopted its Annual Report within three months and the first year that the majority of the document has been graphically designed, which has significantly enhanced the readability of the report, and feedback has been very positive.

Risk Management Framework

36.     Council continues to identify the need to invest in and develop its risk management processes and approach. In developing the Risk Management Framework the objective is to create a framework to effectively understand, plan for, and mitigate risk across all levels and activities within the organisation. Understanding and mitigating risks is central to safeguarding Southland District’s community assets and services and other activities it is responsible for.  In facilitating better decision making that support risk informed choices, prioritise actions and determine options, assurance can be provided to Council, the Southland District community and stakeholders that critical risks are identified and managed effectively.

37.     The first Risk Management Framework project meeting was held on 16 August 2018, to agree the objectives, thresholds and management approaches for the overall framework. In October we held a two day workshop for Council chairs and Finance and Audit committee members, the Executive Leadership Team, and all senior managers that further developed the profile of significant organisational risk.  This two-day workshop identified how Council approaches risk, identifies risk and how we prioritise this.  We also determined responsibility for the highest priority risks to Council and community.  A draft framework will be developed for consideration following this workshop.

BERL Stage 3 – Working Towards Positive Southland Community Futures

38.     Business and Economic Research Limited (BERL) was commissioned to undertake research to assist with the development of the District’s 2031 Long Term Plan.

39.     The research is based on the idea that the District can passively accept the future that fate will provide for its communities, or work strategically to shape the future it wants to achieve.

The research is in three stages, each of which is designed to answer a specific question:

·      Stage 1 asked “where we are now?”  This involved collecting and analysing data to show the state of wellbeing in the District as a whole and in seven defined communities.  This stage has been completed.

·      Stage 2 asked “where we are heading?”  This involved some forecasting to examine how the population and the level of employment in the District and each of the communities would change, if past trends were left to continue.  This stage has also been completed.

·      The current stage, Stage 3, is about asking the question “where we actually want to be?”  Its aim is to define a set of actions that will help to shape positive futures for each of the main communities in the District

40.     Stage 1 of the research found that, compared to New Zealand as a whole, wellbeing in Southland District was high.  Southland District was better particularly in terms of: employment and unemployment rates; incomes; home ownership; and community connectedness. But it was worse in terms of the qualifications of the workforce and economic diversity.  It also found that, in the recent past, incomes in Southland District had grown more rapidly than nationally. However, the District had attracted relatively few migrants, and home ownership in the District had fallen more rapidly than nationally.

41.     Stage 2 indicated that the District’s working age population is likely to increase slightly over the next ten years, but that it is likely to decrease fractionally during the following decade.  Meanwhile, if the District’s economy continues to grow at the same rate, relative to the national economy, as it has in the recent past, the demand for labour will grow.  This means that, because the District’s unemployment rate is already low, there is a real possibility of large and growing labour shortages.  The likelihood is that, unless the District can attract more migrants, incentivise its young people to stay, and encourage older workers to stay in the labour force, economic growth could be stifled.

42.     The specific purpose of the final stage 3 is to engage with individuals, organisations, and businesses in the District to pinpoint what needs to be done to ensure that the District and its communities maintain and increase their levels of wellbeing.  Ultimately, stage 3 will help to inform Council about what it can do itself to increase wellbeing, and how communities, as they strive for overall community wellbeing, can best work with other agencies and Council to achieve the same goal.  This next stage has a focus on what needs to be done to ensure that Southland District maintains and builds on its current position as a place where wellbeing is at a high level – a place in which it is good to live and work. 

43.     BERL staff have met with individuals and groups around the district throughout September, and have been engaging in conversations around the future of the district, and what we need to be focusing on to get where we want to be.  BERL have engaged with a wide range of people and have included discussions on all activities and services where the Council has a role, either by itself or in partnership and support with other Councils, government agencies and communities. The final draft report will be submitted to Council by December. 

Community Futures Research and Analysis Work Programme

44.     Council is undertaking research and analysis work to support its decision making and transitioning from 2018 to 2021 in preparation for the Long Term Plan 2031. This work will assist in leading the development of Council’s overall approach to the management of change and preparation for what the future might hold for the district and its communities, and identify priorities for investing in community future planning. The executive leadership project team comprising of the chief executive, chief financial officer, group manager services and assets, group manager environmental health and group manager community futures has been established, and is facilitated by the strategy and policy manager. The purpose of this work is to develop project plans based on identified work streams that will help identify what is required to deliver priority projects within the district. 

45.     High level project plans have now been developed for each of the topics above and a report presented to the Community and Policy committee was received at their 5 September meeting.  The executive leadership project team are meeting in mid-October to establish prioritisation for the works scheduled, and identify any additional resources that may be required to undertake priority projects.  A further update report will be provided to the 29 November Community and Policy committee.

46.     The on-going topics for further research and analysis include:

·      socio-demographic projects (where are we now, where are we heading, and where do we want to be)

·      climate change and implications for Southland District (risks and impacts on the district)

·      service delivery framework – district vs local service provision and levels of service (an assessment and evaluation of council services and determine the most appropriate level of service to meet community needs in the future)

·      rating affordability planning and implications (to understand income levels in our communities and affordable measures for delivery of activates and services – and implications of decisions on rating affordability for the district)

·      land and water plan implications (to understand the implications of compliance standards on the future provision of services to local communities)

·      community facility provision framework (how, what and when are facilities used and needed)

·      community partnerships assistance and funding alignment approach (multi-agency community partnership opportunities, and Council’s funding and grant schemes to support community organisations)

·      technological change impacts on communities and implications for Council.

Policy and Bylaw Updates

47.     There are a number of Council bylaws and policies currently being reviewed and updated, and a large number of bylaws due for review in the next 12-24 months.  Currently, there is the Stewart Island Visitor Levy Bylaw and Policy out for consultation, with submissions closing 9 November 2018. Council have also completed a Sensitive Expenditure Policy and are currently seeking staff feedback on the Conflict of Interest Policy. Council have also resolved to receive the Roading Bylaw change to Elgin Terrace (Oban, Stewart Island), and the Dangerous, Affected and Insanitary Buildings Policy.  

Customer Support

48.     September was a busy month for the teams. 

 

SEPTEMBER 2018

Total number of calls to 0800 732 732

4123

Abandonment rate

0.24%

Request for Service received

670

Top three requests types

i.     building inspection requests

ii.    change of address

iii.   water leaks

Payments processed by Council

7433

Cash

Cheques

Direct Credit

Direct Debit

Eftpos

1.8%

8.7%

54.4%

27.9%

7.2%

Number of visitors to our Libraries and Council Service Centres - excludes Invercargill, Stewart Island, Wyndham and Book Bus

8629

 

Libraries

49.     We currently have 5365 active library users in the District as at 7 October 2018 (this is defined as having used their library card in library or online in the last 12 months).

50.     The table below shows the number of individuals checking out items from a branch library each month.   


 


Library Name

September

Book Bus

389

Lumsden

75

Otautau

100

Riverton

177

Stewart Island

50

Te Anau

392

Winton

584

Wyndham

64

51.     Use of the PressReader has taken a small dip in September.  The table below illustrates the use of the digital tool.

Month

Issues downloaded

Articles read

September

4275

21151

52.     Our Library service has new books each month, these can be viewed online through our catalogue on https://www.southlanddc.govt.nz/my-southland/libraries/.

Environmental Services

Group Manager Commentary

53.     The Environmental Services group has been mourning the passing of a long serving and highly valued team member and workmate, Tracy van Veldhuisen, who passed away recently after a short illness. Tracy gave 33 years of excellent service to the Southland District Council, and before that the Southland County Council, working primarily on animal control and alcohol licensing functions. She will be very greatly missed by all her colleagues.

54.     The IANZ reaccreditation project team continues to work on preparatory work for the upcoming reaccreditation audit in March 2019. An area of focus has been looking for the learnings from other recent audits from other councils which the team has been able to assess. A “mock audit” is scheduled for late November. 

55.     Council recently corresponded with the Ministry for the Environment expressing some concerns about the implications of the recently –adopted National Environmental Standard for Plantation Forestry on Council’s roading network. Positive feedback has been received from the ministry that this correspondence will be considered closely.

56.     A work programme to build on process mapping across the group is underway. This will assist with business continuity, customer service and mitigating single points of failure and loss of corporate knowledge.

Building Solutions

57.     The department have issued 60 consents for the month and a number of these have been processed by the Building Solutions Team in Christchurch, this has a neutral effect to the customer, in terms of cost whilst providing our customers with a more efficient service.

58.     While the value of consented work is down on October last year it is in line with 2016-17. The trend appears to indicate that the increase in demand experienced last year will not continue through this year.  There is a noted reduction in the number of commercial consents issued for the month. The areas most affected by the downturn in consent numbers are Mararoa Waimea and Winton Wallacetown however these were both higher than the previous year last month.

Environmental Health

Food Act

59.     Staff have been implementing the Food Act 2014 over the last three years, in accordance with a transition schedule determined by the MPI.  The last group of food businesses to transition are due to do so by 30 November.  Letters will go out shortly to these businesses, and staff will follow up to assist these businesses to transition.

Toxic Algae Signage

60.     Council’s environmental health staff attended the recreational water liaison group, this forum was also attended by staff from ES and Public Health South.  The group will be installing new signs concerning toxic algae, at two sites to start with – Waituna Lagoon and the Thornbury camping area.  The signs will include photos of the toxic algae, and advisory statement to check for toxic algae.

Dog Registration

61.     Council’s dog control officers are working on the next phase of dog registration – following up dog owners that have not renewed registration.  There are about 700 dog owners in this category as at the start of October.

Prosecution

62.     Council is prosecuting the two owners of the Rottweilers that attacked a member of the public in Winton on 10 June 2018. It is very unlikely that the substantive hearing will take place this year.

Resource Management

63.     Council continues to work collaboratively with ES, ICC and GDC on region wide and national consistency, examples are National Planning Standards, landscapes, biodiversity, climate change, and e-plan delivery. There are a number of nationally driven changes coming in 2019 and considering these on a region wide scale is of benefit to all organisations and communities.

64.     Council has limited notified a resource consent application submitted by Greenbriar to extend the existing coal mine in an easterly direction towards Gorge Road. The parties identified were those directly adjoining the site or likely to be affected by the extension.

65.     The number of resource consents being lodged with Council remains steady. There are currently 50 consents in the system (on hold and processing).

People and Capability

66.     Health, safety and wellness continues to be a focus with Council signing of the 2018/19 plan.  The plan contains a review of previous performance and objectives and spells out proposed improvement measures and targets. 

67.     The plan continues the focus on a risk based approach to managing health and safety and has a strong theme of training and development.  E-learning and team activities are continuing. 

68.     Recruitment for a number of senior roles within Council has resulted in the appointment of some fantastic applicants.  Karen Purdue in the role of community partnership leader, Mark Day in the role of community facilities manager, Chantelle Subritzky in the role of corporate performance lead and Mark Fraser in the role of district library manager.

Services and Assets Group

Group Manager’s Update

69.     The new project management system remains on track for ‘go live’ in early December. Internal training programmes commence later this month and change management processes are also being established. Reporting requirements and layouts are in the process of being determined.

70.     We are pleased to advise that Mark Day from the business solutions team has been recruited for the role of community facilities team leader.  Mark brings a wealth of leadership and asset data knowledge with him, which is a key focus area for the group.

71.     The Pyramid Bridge project is progressing with Gore District Council.  Southland District Council staff and Council representation form part of the project governance team.  An updated design estimate has been provided and a cost review has been undertaken by a quantity surveyor. Given the cost escalation that has occurred, further discussion is underway with New Zealand Transport Agency around funding sources and percentages.

72.     The Te Anau wastewater discharge project updated business case assessment has now been completed and the internal team is in the process of presenting this to the relevant committees and Council for a decision on the discharge method.  

73.     Southland disAbility Enterprises have submitted a proposal for the extension of the recycling activities within Southland. Wastenet are working with Southland disAbility Enterprises through these negotiations. Once completed, a recommendation to each of the WasteNet’s councils will be forthcoming.

74.     Work is ongoing to provide further clarity and prioritisation of expenditure in association with infrastructure deficits, activities, sub-activities and services.  This work is necessary to adequately inform levels of service discussions and consultation in the lead up to the 2021 Long Term Plan.

75.     Asset information is also an area of focus currently, particularly within the community facilities and 3 waters activities.  For 3 waters this involves establishing a master data specification determining what asset information is required, across the hierarchy of assets within each of the three reticulated services activities.  Once established, it will be necessary to work with our contractors to ensure at the point of install or intervention, the appropriate information is captured in a way that is then easily migrated into IPS, our asset management software.

76.     For community facilities this has involved identifying some priority activities (playgrounds, buildings and toilets) and tapping into support from the New Zealand Recreation Association as the national support body to establish asset information templates for each.  These are currently in draft and being finalised.  Once finalised we will progress to gathering the relevant asset information for these activities.  Concurrently, it will be necessary to review the asset management system to support its function.

77.     It is anticipated that this asset information work will be ongoing for a number of years and will impact all of the activities and services that Council delivers. 

Stewart Island Electrical Supply Authority (SIESA) (PowerNet)

78.     A number of pillar boxes were found to be substandard as part of the line survey. These have subsequently been repaired or had vegetation removed from around them.

79.     On 27 September, there was a line fault in Mapau Road, the high voltage drop out fuses at the corner of Horseshoe Bay Road opened. There was no obvious reason found for the fault and the fuses were replaced.

80.     During meter reading in September it was noticed how much worse access to some meter boxes is getting, during the winter months slippery wooden decks, wet lawns and muddy driveways are the norm and can be mitigated with some care. There are now new hazards with vegetation growth covering meter boxes and miscellaneous items stacked in front of the meter box location.

Te Anau Airport Manapouri

81.     The summer season has started with the Tauck aircraft arriving seamlessly. In addition to the Tauck, Air Chathams have started their freight charters with the first flight departing Te Anau on 22 September, for Auckland direct with approximately five to six tonne of crayfish.

82.     The overall passenger numbers from large aircraft are looking good for the summer with an increase in large aircraft movements. In previous reports comments have been made of a new airline provider, this has still not be decided but if Alliance was to continue, then a larger Fokker jet aircraft would probably be the aircraft of choice, to cope with the increased demand and cut down on the point to point traveling time. The change to aircraft type is still scheduled for January 2019.

83.     Quotes and design for two suitable stand-alone helipads have been completed and construction should start in the next month or so. This will relieve parking issues at the fuel pumps and enable better access to itinerant helicopters that require freight loading directly from the car parking area. With the increase in helicopter activity, this presently poses additional risk allowing trucks to transit the apron. The location will be between the terminal and the refuelling farm. 

84.     A draft marketing package has been created by Council and distributed to the major stakeholders of the airport. Further refinement will commence in October before final approval is given by Council. The main focus is on regional activities with airport capability providing that entrance point to those activities. 

85.     Changes to the bird strike mitigation procedures are being looked at, as a result of a recent report on bird strike potential at the airport by an Australian consultancy group. Although our methods have been relatively successful with an extremely low bird strike rate since statistics were taken over five years ago, improvement to procedure will further enhance this low strike rate statistic.

86.     Replacement of the current security and aircraft movement cameras are being investigated, as the current system is now out dated and becoming unreliable.

87.     Drone signage is being looked at with the community engineer and the airport manager as this activity increases. There hasn’t been any reported drone issues at the airport to date but, nationally signage is beginning to appear. Under the Civil Aviation Rule Part 105, drones cannot be operated within 4km of an aerodrome, without the airport operator’s permission. There have been a small number of approved drone activities within this area over the last 12 months. 

Forestry (IFS)

88.     Forestry activity has been dominated by harvesting operations in the Waikaia Forest. With this completed during September, the 2018/19 program is now also completed.

89.     Production for September was 9,000 tonnes, with a total of 30,000 tonnes cut for the year. Financially the results are looking very good and are well above budget.

Strategic Water and Waste

Te Anau Wastewater Discharge Project

90.     As above, staff are in the process of presenting the updated business case information to the relevant committees and Council, in line with the resolutions from the Council meeting in December 2017. This updated information will enable Council to make a decision on the wastewater discharge method at the Kepler block.

Land and Water Plan Implementation

91.     Environment Southland released their proposed Land and Water Plan earlier this year.

92.     In total 25 appeals were received by Environment Southland of which Council has identified 10 which it will join as a section 274, Resource Management Act 1991 party.  Council has also lodged an appeal to the decision.  The basis of Council’s appeal, is largely around the ‘non-complying’ activity status on wastewater discharges to water.  The latest direction issued from the Environment Court outlines a proposed path, where appeals to objectives will be heard ahead of mediation, by grouped topic on policies and rules.

Review of Solid Waste Contract Arrangements

93.     The WasteNet Southland Waste Management Group has rolled over the Bond contract for waste collection on the same rates and terms and conditions. Further, WasteNet is in the process of working through a negotiation process for the recycling contract with Southland disAbility Enterprises Limited. 

94.     Further information has been requested by the Waste Management Group, which should allow a recommendation to be made to the Waste Advisory Group as to whether to roll the Southland disAbility contracts over, or to go back to the market.

Operations and Community Services

The Southern Scenic Route

95.     The Tourism Infrastructure Fund application is currently sitting with Ministry of Business, Innovation and Employment, to complete the contract to be presented to Council for approval and signing; with a response anticipated within a month.

96.     In the meantime we are forming a works program based on the submitted dates, having discussions with suppliers and looking at design for each location.

Lumsden Tourism Infrastructure Fund Project

97.     Building work on the toilet block is 80% complete and on target.  The project is tracking well with budget and schedule.

98.     The 2018-2019 part of the footpath repair and maintenance project in Wyndham and Edendale has been put on hold, pending the implementation of the New Zealand Transport Agency funding of footpath maintenance and renewals.

99.     The community engineer team will be working closely with the roading team to come up with a strategy to deliver footpath projects currently in the 18/19 Long Term Plan and based on the Opus report.

Work Schemes

100.   The main projects completed over the last month have been:

·      maintenance tasks in Wyndham and Edendale Cemeteries

·      Tokanui Cemetery – fence off around graves

·      large tidy-up of Tokanui garden plots in the main street

·      mowing throughout District

·      track maintenance and noxious weed control in reserves. 

Strategic Roading

Alternative Coastal Route Seal Extension Project

101.   The route down to Waipapa lighthouse has now been sealed. The project is still tracking well, with the final section of sealing along the main route expected to be completed in late October/ November depending on weather condition.

102.   The legal survey for finalising land purchases is continuing.

LED Street Light Conversion

103.   All the standard 70W High Pressure Sodium lights have been replaced in the townships. Focus is now shifting on the remaining higher wattage lights and special/decorative lights and how these get converted to LED.

District Wide Resurfacing

104.   The annual District wide road resurfacing program will be commencing as soon as weather conditions allow. Sealing works take place between 1 October and 31 March.  

Strategic Property

105.   Work has commenced on the 2018/19 projects to be completed this financial year.  The current phase of the projects, is confirming quotes and seeking approval to commence for those under budget. Some projects will be commencing in the near future, whereas others will either need a scope change or additional expenditure approval.

106.   Work has also commenced to identify, plan to commence and complete those improvement processes, as identified in each of the seven activity plans used as the basis of the recently approved Long Term Plan.  For community centres the collection of data regarding each facility’s utilisation.

107.   Recently, Real Journeys has decided to relocate its bus stop away from the Lions Park toilets in Te Anau to another site in town. This is anticipated to have an effect on the numbers using these toilets however, the figures are being collated on a monthly basis for comparison and a report will be presented to Council, in due course.

Water Structures

108.   Progress is continuing in relation to the Riverton wharves licencing and repairs.  Most licence holders are progressing with essential repairs.  Resolution with only one berth owner in regard to execution of the licence documentation is outstanding.

109.   Work is expected to commence in late October for the maintenance repairs required to the Ulva Island and Millers Beach jetties. Work is also progressing with the development of options for replacement of the Golden Bay jetty. An initial round of consultation was recently held with the Jetties subcommittee and other major users of the facility.

 

Recommendation

That the Council:

a)            Receives the report titled “Management Report” dated 25 October 2018.

 

 

Attachments

a             Building Solutions Tables and Graphs - September 2018    

 


Council

01 November 2018

 

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Council

1 November 2018

 

Southland Museum and Art Gallery 2018 Annual Report

Record No:             R/18/9/22649

Author:                      Bruce Halligan, Group Manager Environmental Services

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

1    The Invercargill City Council has supplied the attached Annual Report relating to the operations of the Southland Museum and Art Gallery Trust Board Incorporated (hereafter SMAG) for the 2017/2018 financial year ended 30 June 2018. 

2    The Annual Report outlines levels of performance and delivery of outcomes in relation to the Outputs and Targets identified in the 2017/2018 SMAG Statement of Intent, and also provides information on financial performance.

3    The Trust is incorporated under the Charitable Trusts Act 1957.

4    Council appoints two representatives to the Trust in terms of the Trust deed, with these being Councillors Macpherson and Patterson in the 2017//2018 period which this Annual Report covers.

5    As is referred to on Pages 4 and 5 in the Chairperson’s report, the SMAG building was closed to the public on 12 April 2018 for safety reasons. Page 9 of the document refers to the processes underway for scoping redevelopment options.

6    This Annual Report is hence presented for Council’s information only; although Councillors Macpherson and Patterson may have additional comments which they wish to make when this matter is considered.

 

 

Recommendation

That the Council:

a)            Receives the report titled “Southland Museum and Art Gallery 2018 Annual Report” dated 25 October 2018.

 

 

 

Attachments

a             Southland Museum and Art Gallery - 2018 Annual Report    

 


Council

01 November 2018

 

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Council

1 November 2018

 

Minutes of the Lumsden Community Development Area Subcommittee Meeting dated 13 August 2018

Record No:             R/18/10/24278

Author:                      Rose Knowles, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Lumsden Community Development Area Subcommittee meeting held 13 August 2018 as information.

 

 

Attachments

a             Minutes of Lumsden Community Development Area Subcommittee Meeting dated 13 August 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Manapouri Community Development Area Subcommittee Meeting dated 9 August 2018

Record No:             R/18/9/22321

Author:                      Jenny Labruyère, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Manapouri Community Development Area Subcommittee meeting held 9 August 2018 as information.

 

 

Attachments

a             Minutes of Manapouri Community Development Area Subcommittee Meeting dated 9 August 2018 (separately enclosed)

 


Council

1 November 2018

 

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

Record No:             R/18/9/22242

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

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

 

 

Attachments

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

 


Council

1 November 2018

 

Minutes of the Stewart Island Jetties Subcommittee Meeting dated 13 September 2018

Record No:             R/18/10/24698

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island Jetties Subcommittee meeting held 13 September 2018 as information.

 

 

Attachments

a             Minutes of Stewart Island Jetties Subcommittee Meeting dated 13 September 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Otautau Community Board Meeting dated 2 August 2018

Record No:             R/18/10/23310

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Otautau Community Board meeting held 2 August 2018 as information.

 

 

Attachments

a             Minutes of Otautau Community Board Meeting dated 2 August 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 August 2018

Record No:             R/18/9/22261

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 13 August 2018 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 13 August 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Stewart Island/Rakiura Community Board Meeting dated 13 September 2018

Record No:             R/18/10/24693

Author:                      Kirsten Hicks, Committee Advisor/Customer Support Partner

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

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Stewart Island/Rakiura Community Board meeting held 13 September 2018 as information.

 

 

Attachments

a             Minutes of Stewart Island/Rakiura Community Board Meeting dated 13 September 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Riverton/Aparima Community Board Meeting dated 23 July 2018

Record No:             R/18/10/23590

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Riverton/Aparima Community Board meeting held 23 July 2018 as information.

 

 

Attachments

a             Minutes of Riverton/Aparima Community Board Meeting dated 23 July 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Tuatapere Community Board Meeting dated 14 August 2018

Record No:             R/18/10/23685

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Tuatapere Community Board meeting held 14 August 2018 as information.

 

 

Attachments

a             Minutes of Tuatapere Community Board Meeting dated 14 August 2018 (separately enclosed)

 


Council

1 November 2018

 

Minutes of the Winton Community Board Meeting dated 6 August 2018

Record No:             R/18/10/23078

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Alyson Hamilton, Committee Advisor

 

  Decision                                        Recommendation                                  Information

 

 

 

Recommendation

That Council receives the minutes of the Winton Community Board meeting held 6 August 2018 as information.

 

Attachments

a             Minutes of Winton Community Board Meeting dated 6 August 2018 (separately enclosed)

   

 


Council

01 November 2018

 

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

 

Recommendation

 

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

C10.1 Unbudgeted Expenditure -  Contract 18/09: Te Anau Watermain Renewals

C10.2 2018 Bridge Disposal Landowner Agreements

C10.3 Pyramid Bridge Replacement Update

C10.4 Core Systems Review - Phase One - Systems Integration

C10.5 Unbudgeted Expenditure - Telephone System

C10.6 Southland Regional Development Agency - Formation Agreements

C10.7    Chief Executive's Performance Review 2017/2018

C10.8    Employment of Chief Executive

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

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

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

Unbudgeted Expenditure - Contract 18/09: Te Anau Watermain Renewals

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

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

2018 Bridge Disposal Landowner Agreements

s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

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

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

Pyramid Bridge Replacement Update

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

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

Core Systems Review - Phase One - Systems Integration

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

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

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

Unbudgeted Expenditure - Telephone System

s7(2)(b)(ii) - The withholding of the information is necessary to protect information where the making available of the information would be likely unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information.

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

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

Southland Regional Development Agency - Formation Agreements

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

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

Chief Executive's Performance Review 2017/2018

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

s7(2)(c)(i) - The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.

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

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

Employment of Chief Executive

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

s7(2)(c)(i) - The withholding of the information is necessary to protect information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information or information from the same source and it is in the public interest that such information should continue to be supplied.

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

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