Notice is hereby given that a Meeting of the Manapouri Community Development Area Subcommittee will be held on:




Meeting Room:



Monday, 7 October 2019


Manapouri Motor Inn
Cathedral Drive


Manapouri Community Development Area Subcommittee Replacement Agenda







Shirley Mouat


Deputy Chairperson

Alister Burgess



Margaret Gerken



Raymund Haanen



Robert Murrell



Lynette Pearson



Councillor Ebel Kremer





Committee Advisor

Jenny Labruyere

Community Partnership Leader

Simon Moran



Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840




Full agendas are available on Council’s Website




Terms of Reference - Community Development Area Subcommittees


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

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

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

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

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

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

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


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


Community Development Area Subcommittees will provide leadership by:

·                 Positively representing their community and the Southland District;

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

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


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

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

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

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

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


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


Engagement and representation

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

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

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

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



·                Approving expenditure within the limits of annual estimates.

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


Rentals and leases

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

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

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


Local assets and facilities

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

·                  Appoint a local liaison person responsible for community housing.


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


Assets and Facilities

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


Rentals and leases

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

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

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



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

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

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



·                Recommending annual estimates to Council

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


Local Policy

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

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

·                Appoint a local liaison person responsible for community housing.


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

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

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


Manapouri Community Development Area Subcommittee

07 October 2019



ITEM                                                                                                                                                                                  PAGE


1             Apologies                                                                                                                                                                4

2             Leave of absence                                                                                                                                                4

3             Conflict of Interest                                                                                                                                             4

4             Public Forum                                                                                                                                                         4

5             Extraordinary/Urgent Items                                                                                                                        4

6             Confirmation of Minutes                                                                                                                               4


7.1         Financial Report for the year ended 30 June 2019                                                                       15

7.2         Council Report                                                                                                                                                   27


Chairperson's Report

The Chairperson, member Mouat to report on matters with which she has been involved since the subcommittee’s last meeting.


Councillor's Report

Councillor Kremer to report on matters from the Council table.




1             Apologies


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


2             Leave of absence


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


3             Conflict of Interest


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


4             Public Forum

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


5             Extraordinary/Urgent Items

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

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

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

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

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

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

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

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

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

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


6             Confirmation of Minutes

6.1         Meeting minutes of Manapouri Community Development Area Subcommittee, 23 July 2019


Manapouri Community Development Area Subcommittee





Minutes of a meeting of Manapouri Community Development Area Subcommittee held in the Manapouri Motor Inn, Cathedral Drive, Manapouri on Tuesday, 23 July 2019 at 9.30am.





Alister Burgess


Deputy Chairperson

Shirley Mouat



Margaret Gerken



Raymund Haanen



Lynette Pearson



Councillor Ebel Kremer






Robert Murrell






Committee Advisor

Jenny Labruyère

Community Partnership Leader

Simon Moran




1             Apologies


An apology was received from member Murrell.


Moved Deputy chairperson Mouat, seconded member Gerken and resolved:

That the Manapouri Community Development Area Subcommittee accept the apology.



2             Leave of absence


There were no requests for leave of absence.



3             Conflict of Interest


There were no conflicts of interest declared.



4             Public Forum


Irene Barnes addressed the Subcommittee and highlighted the following:

·                expressed her appreciation for the re-installation of warning signage on the lakefront

·                advised that New Zealand Post are responsible for the entrance to the parking area at the store to ensure safe access for postal services and that finally the potholes in that area have been repaired

·                raised her on-going concerns at the various trees issues around the town which include dead or dying tree and illegal cutting down of trees on the foreshore reserve



5             Extraordinary/Urgent Items


There were no Extraordinary/Urgent items.



6             Confirmation of Minutes



Moved member Haanen, seconded member Pearson  and resolved

That the Manapouri Community Development Area Subcommittee, confirms the minutes of the meeting held on 30 April 2019 as a true and correct record of the meeting.










Council Report

Record No: R/19/7/12943


§    Simon Moran, Community Partnership Leader, and Councillor Kremer were in attendance to

§    present this item.


§    Mr Moran highlighted various issues of interest including;

§                 The Office of the Auditor-General recently published report

             Governance arrangements for Community Boards and transitional issues such as              reserves funds , rating area units and long term plan

             Te Anau Wastewater Discharge Project progressing with the resource consent for the      sub-surface drip irrigation field and disposal and tenders has closed for the pipeline              contract and work expected to commencing in September.

             Te Anau Airport Manapouri crack sealing and remarking of the runway has been              completed.  Recertification of the CAA part 139 certification is in progress.

Councillor Kremer advised of the pending Community Board plans meetings and workshop to be held around the district advising the concept is to allow communities to discuss the future in each of the new board areas with the key focuses of the plans to establish outcomes for each community board to feed into the Long Term Plan.

Mr Moran advised the only variances that should be noted are the operating costs expenses and the capital expenditure business units. The $542 is a reversal of the remaining portion of the previous purchase order related to the bollard lighting project.   

Members questioned the potential use for the development contribution funds from the Real Journeys development at Pearl Harbour and requested Mr Moran to clarify what these contributions are to be potentially used for.



Moved Deputy chairperson Mouat, seconded member Pearson  and resolved

That the Manapouri Community Development Area Subcommittee:

a)            Receives the report titled “Council Report” dated 16 July 2019.




Environment Southland Annual Report - Management of Darwin's Barberry and Cotoneaster Species on the Manapouri Foreshore - July 2019.

Record No: R/19/7/13324


1               Mr Moran, Community Partnership Leader spoke to this report.

Mr Moran advised the report provides an update on the control programme of Darwin’s Barberry and Cotoneaster species on the Manapouri Foreshore and incudes recommendations for 2019/2020.

Mr Moran updated members on the Manapouri Foreshore Management Plan which outlines the visions and objectives for this area. One of the key visions is that the foreshore reserve should be free of significant weed species so as to protect, enhance, and maintain natural values of indigenous plants and animals. The purpose of this programme is to reduce the abundance of seed-producing plants of Darwin’s barberry and Cotoneasters on the Manapouri foreshore in the initial control and prevent them regenerating to reach maturity during follow-up control.

Mr Moran added that in 2018/19 follow-up control of Darwin’s barberry and Cotoneaster species as carried out through all 21 Blocks along the Manapouri foreshore reserve area. Adding that follow-up work has progressed nicely, however, it needs to be continued over medium term to ensure the progress made is maintained.

In discussing this report members believed that the foreshore is under control and consider that Environment Southland should be concentrating further work in the Department of Conservation land areas and the roadside between Te Anau and Manapouri




Moved Deputy chairperson Mouat, seconded member Haanen  and resolve

That the Manapouri Community Development Area Subcommittee:

a)            Received the report titled “Environment Southland Annual Report - Management of Darwin's Barberry and Cotoneaster Species on the Manapouri Foreshore - July 2019” dated 16 July 2019.


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


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


d)           Declines the recommendations (3) outlined in the report dated 16 July 2019.




Chairperson's Report

Record No: R/19/7/12975


Deputy Chair Alistair Burgess reported on matters with which he has been involved since the subcommittee’s last meeting, these included.


-          Member Pearson attendance at a recent Community Board planning meeting held in Lumsden.


-          road closure of the single lane section of Pearl Harbour road and the potential risk associated with re-opening or otherwise




Turbine Signage


-          Mr Moran has spoken with Meridian Energy who is keen to assist with this project. Mr Moran is to progress with information and signage with Meridian in readiness for that company’s celebrations later this year.


Bollard Lighting


-          Members expressed their frustration with the lack of progress for this project, and were advised staff are to revisit quotations as existing quotes have expired.


Flying Fox


-          Members were advised that ground survey has taken place with results given to the installation company and that installation is to take place once the drier weather comes to avoid unnecessary ground disturbance.


Pearl Harbour Trees


Members expressed their concern that the subcommittee have not achieved the desired outcomes in regard to the removal of trees at Pearl Harbour on Waiau Street and strongly agreed not to accept any further responsibility, liability or costs associated with the Pearl Harbour Trees and seek to be discharged from any potential issues related to such and refer this back into the hands of Council.




-          recent purchasing of 5 new tables and 50 chairs

-          Hall party to be held to fund raise for more equipment

-          Manapouri Arts Group to hold Labour Weekend exhibition and mural painting on the hall building


Manapouri Pool


-          several maintenance projects planned for the off season such as new lockers, separated chemical storage area, water blasting and painting, gutter netting

-           quotations being sought for solar panels to be installed

-          seeking prices for mechanised covers to replace the old manual system



Moved member Haanen, seconded member Gerken  and resolve

That the Manapouri Community Development Area Subcommittee decline any further responsibility, liability and costs associated with the Pearl Harbour trees and refer any future responsibility back to the Southland District Council.





Councillor's Report

Record No: R/19/7/12978


Councillor Kremer reported on activities from the Southland District Council table, these included;


-          recently attended the Local Government Conference in Wellington with the  focus on localism, local communities, participation and involvement

-          attended the annual general meeting on climate change

-          Prime Minister’s address included amalgamation of local governance contracting in relation to the Three Waters

-          commented that it was a good conference with large attendance and good participation by those attending.



The meeting concluded at 11.30am.                    CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Manapouri Community Development Area Subcommittee HELD ON TUESDAY 23 JULY 2019.










Manapouri Community Development Area Subcommittee

7 October 2019


Financial Report for the year ended 30 June 2019

Record No:             R/19/8/14685

Author:                      Joanie Nel, Management Accountant

Approved by:         Anne Robson, Chief Financial Officer


  Decision                                        Recommendation                                  Information





1        These financial results are subject to review by Audit NZ in September, and therefore may change.




That the Manapouri Community Development Area Subcommittee:

a)            Receives the report titled “Financial Report for the year ended 30 June 2019” dated 2 October 2019.



a             Financial Report to Manapouri Community Board for the year ended 30 June 2019

b             Manapouri Annual Report figures for the year ended 30 June 2019    


Manapouri Community Development Area Subcommittee

07 October 2019


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07 October 2019


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Manapouri Community Development Area Subcommittee

7 October 2019


Council Report

Record No:             R/19/9/21111

Author:                      Simon Moran, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                  Information





Chief Executive

Freshwater Reforms

1.       On 5 September 2019 the government released the latest part of their Essential Freshwater package for consultation ( The proposal seeks to stop further degradation and reverse past damage of New Zealand’s freshwater resources, and has potential implications for all of those who use or manage freshwater.

2.       The package includes three proposed management documents – a replacement National Policy Statement for freshwater (NPS), proposed National Environmental Standards for freshwater (NES) and draft regulations for stock exclusion from waterways. The discussion document also seeks feedback on a range of other high level proposals. That feedback will inform development of detailed proposals, which will then be the subject of further consultation. It is understood that the government is looking to have the major decisions made by mid-2020. 

Draft National Policy Statement for Freshwater

3.       The draft NPS, which will replace the existing NPS, sees a focus on Te Mana o te Wai (the integrated and holistic well-being of the water), and an over-arching objective to manage resources within a hierarchy of priorities: first, the health and well-being of waterbodies and freshwater ecosystems; second, the essential needs of people; and third, other consumption and use.

4.       To give effect to Te Mana o te Wai will, amongst other things, will require:

·       applying the hierarchy of objectives

·       managing freshwater in an integrated and holistic way

·       engaging with tangata whenua and communities and incorporating their values into the management of freshwater

·       enabling the application of broader systems of values and knowledge, such as mātauranga Māori, to the health and wellbeing of waterbodies and freshwater ecosystems.

5.       Key components of the NPS include:

·       retention of the national objectives framework, with the introduction of new attributes for management, including nitrogen, phosphorus, sediment, and fish and macroinvertebrate numbers. Regional councils will now be required to prepare action plans to address deterioration or failure to achieve environmental outcomes for specified attributes

·       a range of specific requirements imposing requirements on regional councils to prevent loss of wetlands and streams, provide for fish passage (including a work programme for remediation of existing structures), manage primary contact sites (particularly for swimming in summer), operate freshwater accounting systems, and undertake assessment and reporting

·       exemptions from some management requirements for listed major hydro-electric schemes, to support renewable energy targets.

Proposed National Environment Standard for Freshwater

6.       The proposed NES aims to reduce the effects of farming on waterways and groundwater. It is intended to act as an interim measure to effect immediate change, while regional plans are being revised to implement the proposed NPS.

7.       Key components of the NES include:

·       standards for a range of activities in and around freshwater bodies, including earthworks, vegetation removal, water takes, river bed infilling, and river modifications affecting fish passage

·       standards for farming, which would apply to pastoral and arable farms over 20 hectares and horticultural farms over five hectares. The proposal includes standards for activities such as intensive winter grazing, feedlots, and stock holding areas; and tight restrictions on intensification and land use change, which require no increase in discharge of nitrogen, phosphorus, sediment and microbial pathogens. Reductions in nitrogen losses are also proposed in identified catchments, to be achieved by one of three options:

i.   a catchment cap on nitrogen loss

ii.  a national nitrogen fertiliser cap; or

iii. requirements to demonstrate nitrogen reductions in farm plans.

8.       The NES proposes that farms be required to have a freshwater module in a farm plan (FW-FP). The FW-FP must contain a risk assessment and corresponding actions to avoid, remedy, or mitigate the loss of contaminants. Timeframes for compliance are staged, with all farmers and growers required to have a certified FW-FP in place by the end of 2025.

Draft Stock Exclusion Regulations

9.       It is proposed that new regulations be developed to exclude stock from waterways.  The proposal is two tiered, with larger waterbodies more than one metre in width managed through national standards and stock exclusion regulations, and smaller waterbodies managed through farm specific FW-FPs. Oversight and enforcement of the regulations and farm plans will be through regional councils.

10.     Implementation requirements vary but are generally immediate for new systems, by July 2021 for dairy cattle and pig farms and by July 2023 for other stock farms.

11.     For smaller waterbodies the FW-FP must include a farm specific plan for fencing and setbacks, and an implementation timetable.


Other Freshwater Proposals

12.     Amendments to the RMA are proposed to allow government appointed commissioners to make decisions on the development and implementation of regional water management plans.

13.     A number of revisions are also proposed to the current Drinking Water NES to strengthen requirements to assess and control risks to drinking water sources. There is likely to be further consultation on the proposed changes in 2020.

14.     A new wastewater NES and new Water Services Act, to set minimum standards for wastewater discharges and require all operators to follow good practice risk management is also expected to be developed. This will include the development of risk management plans and a new set of national performance measures. The risk management plan and national performance indicator requirements will also apply to stormwater.

Highly Productive Land NPS

15.     In mid-August the Government released a discussion document on a proposed Highly Productive Land NPS (NPS-HPL).

16.     The overall purpose of the NPS-HPL is to improve the management of highly productive land, and ensure that there are appropriate planning processes for managing changes to land use, subdivision/fragmentation and urban expansion. The NPS-HPL proposes three objectives:

·       objective 1: recognising the benefits of highly productive land

·       objective 2: maintaining the availability of highly productive land; and

·       objective 3: protection from inappropriate subdivision, use and development.

17.     The NPS-HPL will require local authorities to identify highly productive land through the land use capability (LUC) system, which considers factors such as soil, erosion, and climate. Land would be categorised from class 1 (high production) to class 8 (low production) based on its versatility and ability to sustain productive uses. The proposed definition of ‘highly productive land’ includes classes 1, 2, and 3; this covers 14% of the land in New Zealand, however, the NPS-HPL is also designed to enable local authorities to recognise highly productive properties in classes 4-8 land in light of other features, such as land size or water availability.

Urban Development NPS

18.     The government have recently released a discussion document on a proposed Urban Development National Policy Statement, which would replace the existing NPS on urban development capacity which is seen as being too narrow in its focus. A copy of the discussion document is available at

19.     Local authorities are required to give effect to the content of an NPS and hence it carries significant weight from an RMA planning perspective.

20.     The proposed NPS would direct councils – particularly in the six high growth centres of Auckland, Hamilton, Tauranga, Wellington, Christchurch and Queenstown – to free up their planning rules to support the development of high and medium density urban development to allow for the growth pressures affecting these areas and avoid the pitfalls that can come with ‘urban sprawl’.

21.     The NPS-UD contains objectives and policies in four key areas:

i.   future development strategy – requires councils to carry out long-term planning to accommodate growth and ensure well-functioning cities

ii.  making room for growth in RMA plans – requires councils to allow for growth ‘up’ and ‘out’ in a way that contributes to a quality urban environment, and to ensure their rules do not unnecessarily constrain growth

iii. evidence for good decision-making – requires councils to develop, monitor and maintain an evidence base about demand, supply and prices for housing and land, to inform their planning decisions

iv. processes for engaging on planning – ensures council planning is aligned and coordinated across urban areas, and issues of concern to iwi and hapū are taken into account.

Community Wellbeing

22.     The government have recently put the four well-beings back into the Local Government Act 2002.

23.     Following-on from this change cabinet have recently approved a programme for central government to work with the local government sector to explore ways in which the two tiers of government can work together to better support an increased focus on community well-being. 

24.     The work to be progressed will focus on what the government sees as being three key barriers that would benefit from a stronger well-beings focus in the local governance space. These are:

·      a lack of alignment between central and local government in relation to service delivery

·      a lack of specific prioritisation and use of well-being data to drive the design of service delivery and measurement of the outcomes being achieved

·      a lack of effective community participation and relationships with Maori in decision-making processes and the design of service delivery initiatives.

25.     Staff will continue to monitor the outputs from this work programme and report back as appropriate.

Southland Regional Development Agency (Great South)

26.     In late July, Great South provided staff with a first draft of their proposed Statement of Intent (SOI) for the 2019/2020 financial year. Production of this draft follows on from the Letter of Expectation that was provided by the mayoral forum back in March.

27.     Staff from Invercargill City Council and Southland District Council have been providing feedback on the draft SOI for some time with the intention that there should be a degree of ‘mutual support’ to enable the document to be finalised.

28.     In developing the draft Statement of Intent (SOI) the Great South Board has chosen to adopt a conservative approach to the setting of their direction and more particularly their work programme and budgets. In this regard, the level of conservatism shows, for example in a sizeable reduction in the level of projected revenue, outside of that provided by the councils, and corresponding reduction in the budgeted project/service expenditure and therefore work programme over the three years.

29.     Council will need to determine whether they are prepared to accept the approach currently put forward by the Great South Board or whether they would prefer to see a more ambitious work programme and budget, particularly for the out-years being developed. 

People and Capability

30.     Health, safety and wellness continues to be a focus within Council.  Implementation of a health, safety and wellbeing system is at the initial stages with go live date expected at the end of 2019.  The majority of our contractors have been reviewed and have gone through the new process of gaining approved contractor status.

31.     Recruitment is a focus for people and capability with a number of vacancies occurring including building solutions officers, the commercial infrastructure manager and group manager environmental services. 

32.     There is continuation of our organisational development programme that will improve collaboration, partnerships and behaviour at an individual, leadership and team level with the overall goal to enhance the organisational climate and progress a collectively powerful organisation.

Customer Delivery

33.     August saw the successful implementation of our new telephone system. This achievement reflects the strong planning and partnership our team has with our new providers. All Council staff were impacted by the change and their positive and collaborative outlook was greatly appreciated by the project team.

34.     Work has continued at the Winton library to isolate the cause of the toxic mould. This has delayed the further report to Council as to what options are available going forward.

Customer Support

35.     The last week of August saw a number of customers visiting the offices to pay their rates, however staff have commented it did not feel as busy as previous years. This is reflected in the graph below of payment types over July – August for the last three fiscal years. Cash, cheques and Eftpos generally have a manual impact, for example, face to face or via mail. Further investigation into the payments shows customers prefer to pay larger sums with a cheque while other payment methods were favoured by those paying smaller amounts or via instalments. Cash is now a small part of the payments taken overall which reflects national trends.



36.     The library team have continued to provide normal services across the District despite the Winton closure and relocation.  At Winton, a pre-Father’s day card making day was well received by the community and staff enjoyed sharing their skills with visitors. New shelving is set to be deployed at Winton to increase the collection and the free wifi and computer access has made a positive difference for the local patrons.

37.     We have continued to offer the range of programmes for library patrons but would love to hear from people not using the library about how we can meet their needs.  Please feel free to contact our district library manager, Mark Fraser via email on or via 0800 732 732.

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











Stewart Island


Te Anau






39.     We currently have 5161 active library users across the District.

40.     Our Library service has new books each month, these can be viewed online through our catalogue on

Community and Futures

Governance and Democracy


41.     We are now in the official election period. At a national level there has been a good level of interest in the elections process with some 2,076 candidates standing for the 889 seats. There has also been an increased level of interest from the younger and middle age groups with more candidates aged under 40 standing than there has been seen in the past.

42.     Voting will have started for the elections for Mayor, 12 ward councillors and four of the nine community boards. This will be the first election since 1989 that elections will take place in all wards.  Elections are also being held for Environment Southland, Southern District Health Board, Gore and Districts Health Incorporated and the Mataura Licensing Trust (for the relevant areas).  

43.     This is a postal vote – voting papers will be delivered from 20 to 25 September and voters should post their papers back by Tuesday 8 October or drop them into any of our offices no later than Saturday 12 October at 12noon.  Saturday 12 October is Election Day.  Progress results will be available later that afternoon.  The final result is expected about a week later and will be published in the Southland Times.  Members come into office the day after the public notice.

Community Governance 2019

44.     Arrangements are underway for the inaugural meetings of Council and the nine community boards and plans are underway for an induction programme.   The implementation of the 2018 Representation Review marks the culmination of the four year community governance review project and at the same time, the beginning of a new community governance structure for Southland District Council. 

45.     In adopting this review, Council recognised two key pillars that support the wider community governance concept.  A community led development pillar which is about ‘place’ being at the centre with Council being one of a number of agencies supporting the development of each place or local community, and a representative leadership pillar which is the more traditional role of elected representatives being the identified political leaders within their community. 

46.     Key features of the representative leadership model include:

·     the community board members are elected to support, advocate for and provide leadership to the communities as elected representatives

·     the community board plans developed will outline the overall vision and outcomes for the wider community of interest area represented by the boards and assist in informing the work programme for each board including how they will provide support for their local communities

·     the elected representatives will have a particular focus on providing feedback on how Council can best customise the services it delivers to meet the needs of their local communities. 

47.     It is acknowledged that this is a sizeable shift for our communities, elected representatives and staff. 

Community Leadership

Milford Opportunities

48.     Milford Sound Piopiotahi is New Zealand’s premier visitor attraction and an iconic destination in the world. A record 946,000 visitors went to Milford Sound Piopiotahi in 2018, with tourism growth forecast to continue, reaching 1.2 million by 2023 and 2 million by 2035. It is located in part of New Zealand’s largest National Park (Fiordland) and holds UNESCO World Heritage status.

49.     The Milford Opportunities project is a response to the increasing pressures that Milford, Fiordland, and the wider tourism sector are experiencing. Increasing numbers and the opportunities for managing them is an issue that affects the environment, communities, and the economy. There is also a chance to create leveraging opportunities for Te Anau, Southland, and New Zealand Inc.

50.     In August it was confirmed that the Milford Opportunities project had received $3 million of funding from the International Visitor Conservation and Tourism Levy. The project has a specific focus on Milford Sound Piopiotahi and a more general focus on the Te Anau Basin, the Southland region, Otago region and New Zealand.

51.     The funding will enable Stage two of the project to be undertaken. Stage two will involve public and stakeholder engagement, option identification, robust analysis of the options, and the development of a master plan. A request for proposal has been advertised and it is expected a multi-disciplinary master plan development team will be appointed by the end of the year. The project is expected to be completed by July 2021.

Stewart Island Rakiura Future Opportunities Project

52.     The project launch was held on the island on Wednesday 11 September 2019. The meeting was chaired by Mayor Tong and was an opportunity for the community to hear more about the project and how they can be involved.

53.     Presentations were made by Sandra James (Connecting People) and key stakeholders, DoC, Environment Southland, Great South, Stewart Island Rakiura Community Board, Commerce South, Predator Free Rakiura, the Heritage Centre and SI Promotions.

54.     Residents were able to register their interest in participating in one of three collaborative work streams:

·     community leadership, capacity and cohesion

·     environmental sustainability

·     economic development.

55.     As part of the project, the Southland Leadership Academy program will be delivered by Commerce South on the Island in October-November.

56.     The purpose of the program, which is completed over seven sessions, is to provide Stewart Islanders with the opportunity to build leadership capability through their own development and by learning from the experience of others.

57.     The Leadership Academy is for people looking at developing leadership experience and who have the passion to get involved in future focused planning on the Island.

58.     The topics have been selected specifically for Island participants:

·     what is leadership anyway?

·     asset-based community development

·     the power of collaboration

·     future focused thinking

·     understanding government-national, regional and local

·     governance vs management

·     future focused planning.

59.     An application has been made to Community Trust South for funding assistance so that the program is delivered free to the participants. The program is limited to 14 participants and strong interest has been shown from the community. The role of Council was to connect Commerce South, Community Trust South and the community as well as collaborate on the program content.

Community Board Plans Update

60.     At the time of writing this update five community board planning workshops have been held across the District in the townships of Riversdale, Lumsden, Winton, Edendale and Otautau, with attendance numbers steadily increasing from workshop to workshop.

61.     The format of the evening includes a brief overview and introduction from staff and the consultant, and then follows a workshop format where attendees are asked to identify the strengths of the area, the challenges, weaknesses and opportunities for the area (and how to achieve them).  Attendees are then asked to prioritise the feedback after each question and spend some time working together to come up with a vision statement for the area.

62.     Finally, attendees are asked to think about the Southland District as a whole and identify what the biggest challenges are for Southland over the next 10, 20 and 30 years and also why they choose to live in Southland.

63.     Feedback from the workshops has been positive overall with attendees looking forward to seeing the plans being developed and actively asking about timeframes for delivery and implementation. 

64.     Alongside the workshops the community leadership team are also running two online surveys for those unable to attend the workshops.  One of the surveys is specifically aimed at youth with the questions having been developed by Council’s Youth Council.  The questions relate to issues around climate change, discrimination and inclusion, the delivery of mental health services, what they like about living in their community and what would make it a better place for young people to live.  A further survey for primary school aged children is also being developed. 

65.     Rebecca McElrea, the consultant engaged to deliver the workshops will be providing a summary of the workshops including draft vision statements and possible outcomes and actions for the new community boards.  It is hoped that workshops with the nine new community boards will take place towards the end of this year to review the findings of the earlier elected member workshops, wider community board plan workshops, surveys and other engagement completed to date.  

66.     Next steps include developing the content of the plans with the nine new community boards, circulating drafts to workshop attendees with the intention of having an official launch of the completed plans in approximately April 2020 in time to tie in with the development of the
2021-2031 Long Term Plan.

Local Community Initiatives

Roslyn Bush Playcentre

67.     The Roslyn Bush Playcentre are in the early stages of planning for the development of a cycle track/cycle park within their playcentre grounds.  It is envisaged that the cycle park will be used by the children at the playcentre as well as available for public use.  This project seeks to improve confidence of the kids on and around bikes.   

Menzies College Walkway Project

68.     Council staff are working alongside Menzies College with funding advice and planning assistance for the development of a public walkway and riparian planting along an area of the floodbank in Wyndham. The purpose of this project is to increase the amenity of the land and its value to the local community.

69.     Additionally it seeks to support local bird life and the giant kokopu population as well as having positive effects on water quality.

Wyndham and Districts Historical Society

70.     Ongoing support is being provided to the Wyndham and Districts Historical Society with planning for their future redevelopment/relocation of the museum and its collection.

Wyndham/Edendale Proposed Local Skate Park

71.     Research is currently being undertaken to review design options for the proposed skate park/pump track. Other skate parks and pump tracks around the District and other parts of New Zealand are being looked at to provide inspiration for the design. Costings are also being factored in to this research. Support is also being provided with regard to fundraising and funding opportunities and consent requirements.

Tokanui Bowling Club

72.     The Tokanui Bowling Club are currently fundraising for the installation of an irrigation system for their bowling club.  They are awaiting the outcomes of final funding applications.  The installation of an irrigation system will keep the green to a high standard during the summer period and will mitigate the current need for a volunteer to manually water the green every day.  

Winton Mens Choir

73.     Council staff are working alongside the Winton Men’s Choir Committee with identifying possible funding options for their tour around the rest homes and retirement villages throughout the Southland region.  This programme is undertaken throughout the year.  It is a service which is well received by the residents of the rest homes.

Te Anau Community Garden

74.     Support is being provided to a group in Te Anau wanting to develop a community garden. This garden is intended to grow vegetables, fruit, nuts and herbs. Advice is being provided around governance and formalising the group as well as negotiating with Council as to where this could be set up.

Milford Recreation Centre

75.     Expressions of interest are being sought from designers to come up with a concept design for the facility. Once a designer has been chosen, it is proposed that there will be two stages for the design service. The first stage will be an initial concept design and engagement with the Milford Community Trust. Once the concept design is agreed by the Milford Community Trust, the second stage will be detailed building design and building consent.

Butterfields Beach Picnic Area Project

76.     A local community group are wanting to further develop the Butterfields Beach area on Stewart Island so it is more suitable for community use. They are proposing picnic tables, a covered barbeque area, and more playground equipment. This area is frequently used by locals for summer picnics as it’s a quiet beach where dogs are allowed off leash and it is a safe swimming area. Advice has been provided around the process that needs to be taken with Council and funding options.

Tuatapere Promotions

77.     Tuatapere Promotions recently had its AGM and a new chair and secretary have been elected. Subsequently, a number of changes are being made to the organisation and new projects are in the works including changes to the management of the Western Wanderer publication, the construction of a community events sign, a proposed town clean-up day, and the development of a community network hub. Guidance is being provided to the preparation and implementation of these projects.

Welcoming Communities

78.     Attendance at Southland Murihiku Welcoming Communities Advisory Group meetings continues. The formal launch of Southland Murihiku Welcoming Communities is being held on 18 September at Murihiku Marae.

79.     Internally at Southland District Council, International Welcoming Week is being celebrated by recognising the diversity of staff at Southland District Council. This is being done by getting staff to identify where they were born on a world map and through a development of a video montage of staff sharing their experiences of moving to and settling in Southland. This video will be available for all staff to watch on The Loop.

Strategy and Policy

Policy and Bylaw Updates

80.     There are a number of Council bylaws and policies currently being reviewed and updated, and a number of bylaws due for review in the next 12-18 months. 

81.     The team is currently undertaking a formal consultation process on the speed limits bylaw, and submissions will be accepted until 5pm, 10 October 2019. All members of the public, including community boards are invited and encouraged to give their feedback. Work will begin shortly around reviewing ‘The Keeping of Animals, Poultry and Bees Bylaw’, with consultation anticipated early in 2020.

82.     Staff have been involved in completing the formal consultation process and hearings on the combined Local Alcohol Policy (LAP), in collaboration with Invercargill City Council. A joint committee of the two councils will formally consider the feedback received, and may adopt a provisional LAP in October 2019. If a provisional LAP is adopted and publically notified, the LAP will be adopted 30 days after the notification, if no appeals are lodged.  The LAP will come back to Council early in the New Year to bring into force/make operational.   

83.     Staff have completed a review of the Agency (TAB) Venue and Gambling Venue Policies. The policies adopted by Council on 21 August 2019 are largely the same as Council’s previous policies, and are available to view on Councils website. 

84.     In collaboration with the resource management team, strategy and policy presented an issues and options paper to the Regulatory and Consents Committee at its August 5 meeting regarding measures to address abandoned vehicles and overgrown sections in the District.  Further work will be undertaken to investigate appropriate measures.

85.     Work to investigate a jetties user pay system on Stewart Island Rakiura has commenced, and a report outlining different charging methods will be presented to the Stewart Island Rakiura Jetties Subcommittee on 30 September 2019. Further work is required to assess what the fee to commercial users should be. Any new fee will be formally consulted on and will not come into effect until the Long Term Plan is operational in July 2021.

86.     Work will commence in the New Year reviewing central government policy changes in the ‘three waters area, and reviewing/developing Council strategies (including the Infrastructure Strategy) for the Long Term Plan 2031.

Community Futures Research and Analysis Work Programme

87.     Council supports the continuation of research and analysis work to inform assumptions and support its decision making 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. This programme of work includes socio-demographics, climate change, levels of service, rating affordability, land and water plan implications, community assistance and funding, and technological change.

88.     This work programme ensures that projects needed to help inform future planning and decision making are undertaken in a logical and sequential manner, and that the project managers are aware of other pieces of work being undertaken alongside their own that may influence the overall work programme.  Over the past few months, a number of work streams have reached key milestones:

i.    Council resolved at its 24 July 2019 meeting to establish a community partnership fund that will replace the previous community inititiatives fund.  This funding model will have a portion of the funds being allocated for District related activity, and the remaining portion distributed to Council’s nine community boards based on a formula of population and equal distribution. The resolution for community boards to allocate District grant funds at a local level will enable community groups wanting to run a project in the respective board areas to apply directly to that board for funding assistance. 

ii.   This new grant model enables the nine community boards to allocate local funding and grants for local events and projects that focus on the overall wellbeing, leadership and sustainability of Southland communities.  This will support community initiatives at a local level, with minimal Council intervention and be used to assist community-led projects or events that support greater local independence and opportunity.  In addition, the grant allocations may assist in advancing community plans and community board plan outcomes.

iii.  The socio-demographic work undertaken by BERL has been utilised to inform the assumptions for activity managers in the preparation of the LTP 2031.  This data will also be used extensively to help inform discussion points for strategy project plan development over the next six to eight months.

iv.  Council have engaged consulting company Xyst to undertake level of service work that looks across the community facilities portfolio.  The objective of the project is to produce a standardised set of criteria for each asset area with regard to the minimum level of service Council will require or provide. The minimum levels of service will provide the basis for preparing works programmes and asset management.  This level of service work includes community housing, community centres, Council offices and buildings, public toilets, parks and reserves (open spaces) and water structures. The project will provide the information and analysis to enable an informed discussion with the community on setting a minimum level of service for all assets within the community facilities portfolio. 

v.   Council staff have been involved in regional workshops around climate change implications being facilitated through Environment Southland.  This is an evolving area and staff will continue to be part of and monitor developments as they evolve.

vi.  The speed of technological change is likely to affect the way we travel, the way we work, and the way we live in our homes and communities, which creates uncertainty for long term infrastructure projects and service delivery approaches and how we determine appropriate levels of service for now and in the future.  This on-going work identifies the need for Council to understand the potential impacts that mega trends and technological change may have on communities, industries, work patterns, land use and lifestyle choices.  This is integral to supporting the approach of the research and analysis work programme, particularly in relation to prioritisation and future service provision requirements, social cohesion and engagement.

89.     The research and analysis work programme will evolve into developing a programme of work to consider the District’s strategy deficits that staff have identified.  Information from the programme of works identified above will begin to inform this next stage for Council research and analysis over the next one to five years.

Risk Management Framework

90.     Council continues to identify the need to invest in and develop its risk management processes and approach. The objective of the risk management framework is to create a framework to effectively understand, plan for, and mitigate risk across all levels and activities within the organisation that can provide assurance to Council, the Southland District community and stakeholders that critical risks are identified and managed effectively.

91.     Since February 2019, work has commenced to transition from the current risk update approach to implementing a new risk management framework.  Council’s executive leadership team held a workshop in July 2019 to discuss in detail a collective approach to identify and manage Councils strategic risks, before the new risk management reporting approach is presented to the Finance and Audit Committee at its 23 September 2019 meeting.

Corporate Performance Framework

92.     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. 

93.     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 produces 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.  The third report was presented to the Finance and Audit Committee on 29 August 2019. This report showed improvement from previous iterations as the CAMMs system has been adapted to meet the needs of Council and staff have a better understanding of the requirements of corporate reporting. Improvements will continue to be made to the quality of the commentary and integrating performance measure reporting with project updates in future reports.

Annual Plan 2019/2020

94.     The Local Government Act 2002 requires Council to prepare and adopt an Annual Plan in the second and third years between development of the Long Term Plan. 

95.     The purpose of the Annual Plan is to consider and approve any variations to the Long Term Plan for that financial year.  Once finalised, the direction given for 2020/2021 will be used to set rates for the year beginning 1 July 2020 and deliver any additional projects identified.  The proposed key dates project plan report to the Finance and Audit Committee meeting was rescheduled from the 29 August meeting to the 23 September due to changes to the proposed dates.   Staff will begin preparing for direction-setting reports to Councils nine community boards in the new triennium to begin planning towards LTP 2021-31.

Annual Report 2018/2019

96.     At the end of August the Finance and Audit Committee was presented with a draft unaudited Annual Report to endorse and provide feedback on.  Audit NZ staff were onsite from 26 August to 20 September to conduct the audit of the report.  The final report will be presented to the Finance and Audit Committee to recommend to Council for adoption at its meeting on 27 September.  Following this a summary Annual Report document will be produced and presented to Council for approval in October and both designed versions made publicly available in October 2019.

Long Term Plan 2031

97.     Workshops have been scheduled with activity managers from September to October 2019 to develop the infrastructure strategy and 13 activity management plans. A workshop has been set up to discuss the proposed management of activities with Council on the 16 and 17 December 2019 and this will provide the necessary guidance for the activity managers to continue drafting the activity management plans from January to June 2020.

98.     Staff will conduct a strategic workshop with the new triennium Council on 8 November 2019 to bring them up to date with previous guidance received on the Long Term Plan 2031. A report on the proposed significant forecasting assumptions will also be reported to the new-triennium Council.  The draft financial and infrastructure strategies are currently underway, and should be completed and ready for Council approval by early 2020.

Environmental Services

Group Managers Update

99.     After the very successful recent signing of the Predator Free Rakiura Memorandum of Understanding by 13 parties including Council in July 2019, the project is now moving into the technical design stage. A predator free project of this scale on an inhabited island is a major undertaking and it is imperative that the logistical and technical issues are very thoroughly traversed and scoped. Funding discussions are also occurring.

100.   As Councillors are aware, International Accreditation New Zealand has flagged a concern with Code Compliance Certificate processing times in the Building Solutions area, and staff have been working through how to address this and clear this matter by the date which IANZ has specified of 10 October. It is intended to form a project team which can focus on this while the building solutions team continues to work on business as usual to keep workflows moving for customers who have applied for new consents.

101.   Fonterra will shortly be applying to Environment Southland to re-consent its air discharges from the Edendale factory. A meeting was held with interested parties at the factory recently, which provided for a good exchange of information on both the issues and the process.

102.   Following the recent release of the regional climate change report commissioned from NIWA, a “Climate Change Next Steps” workshop was arranged by the combined regional planners’ group at Environment Southland in August. This was well attended by a range of planning, infrastructure and policy staff from across the Southland councils and provided some useful information to advance thinking and planning in this area.

Animal Control

103.   Council is hosting the first inter-agency meeting of animal control/welfare agencies in Southland on 12 September.  Attendees are the Gore and Invercargill Councils, Environment Southland, MPI, SPCA, Furever Homes, NZTA, DoC, and two vets.  A pre-meeting survey has indicated that the following kinds of outcomes will be sought:

·       clarify roles

·       improve communication

·       depopulate cats

·       consistency

·       common public messages

·       education

·       support predator free

·       funding

·       shared public communication portals.

104.   The team has been doing some work to improve the multiple dogs licensing process.  Attention over the last year has focussed on the dog registration process, and as a result there are a number of properties identified that have more than two dogs that require a licence.  A project group has been working on refining the process so that it can be routinely managed as an electronic monthly process.

Environmental Health

105.   Staff attended a meeting of representatives of Southern Councils, concerning a proposed national freedom camping survey.  The content would be similar to what Council captures by its rangers already, but expanded to include questions concerning expenditure, and what apps etc are used. Council is in good position to take part with rangers already circulating.

Resource Management

Dark Skies Plan Change for Rakiura

106.   The resource management team have publicly notified the Council initiated plan change on
 9 September. Submissions close on 7 October. The change to the District Plan has been sought to create rules around future artificial lighting on the Island in order to maintain the existing quality of the dark skies. Depending on the number and nature of submissions received it is expected that a hearing on the proposed changes will be held in early 2020.

107.   Ongoing work is occurring on the regional work streams for Climate Change, Biodiversity, Landscapes and Natural Character. The Climate Change report was presented to Council on
22 May and wider communication of climate change was endorsed. Joint work on the next phases of climate change is currently being scoped. Internal climate change work has commenced to inform the initial phase of the next LTP process.  Work on the biodiversity, landscapes and natural character projects is ongoing and they are likely to be released in 2020.

108.   Council is part of the territorial authority reference group providing feedback to the Ministry of the Environment on the proposed National Policy Statement on Indigenous Biodiversity and the proposed New Zealand Biodiversity Strategy which are both proposed to be finalised in early 2020. Consultation on both of these work streams is anticipated to occur between September and November 2019.

109.   Resource consent data for the previous two months:

·       July – 24 applications received, 31 decisions issued.

·       June – 43 applications received, 32 decisions issued.

·       On average 25 resource consents have been issued per month this year.

Building Solutions

110.   During August, the team achieved the below compliance/alignment to timeframes:

·       97.8% of the 89 building consents were issued on time (<= 20 days)

·       54% of the 105 Code Compliance Certificates issued in August were issued on time (<= 20 days).  This is due to a significant effort to ‘clean up’ both old and overdue CCC’s which will be continued and completed in September 2019.

·       59% of the 85 further information items were processed on time (<= 5 days)

·       Building consents issued for the month of August took an average of 28.15 calendar days to issue.

111.   During August, customers achieved the below compliance/alignment to Council requirements:

·       64.5% of the applications received were complete and correct

·       84% of the inspections completed showed work that complies with the consented plans.

112.   Emerging strategic issues recently identified:

·       IANZ requirement for all historical consents to receive a ‘CCC Decision’ has created the need to set up a ‘project team’, enabling the workload to be actioned without negatively impacting statutory timeframes

·       The ‘Tiny Home’ trend which is increasing in popularity across New Zealand is challenging many aspects of the Building Act 2004 and Building Code, as well as the procedures and fees structures utilised by Councils, which have not been designed to accommodate the variety of tiny home solutions created by New Zealanders today.


Services and Assets

Group Managers Update

113.   Delivery remains a critical focus for the services and assets group as we ramp up into the new financial year. There is a significantly increased capital programme commitment for the financial year, due largely to the commencement of the Te Anau Wastewater project. The installation of the 18km pipeline started in late August and beyond the site preparation works at Kepler, this marks the first significant work-stream for what is one of the District’s largest projects in recent history.

114.   The infrastructure strategy workshops were held at the beginning of September where each of the infrastructure activity managers took the opportunity to identify the major issues and potential disruptors for their respective areas of responsibility. The refresh of the strategy is due to be completed at least in draft by the end of the calendar year, and is a critical document for informing the activity management planning process to commence in the first half of 2020 in the lead up to LTP 2031.

115.   We are now starting to get some preliminary insights as to the direction in which the government is proposing to take 3-waters regulations. In order to ensure we are best positioned to respond to the changing needs and requirements we are reviewing our internal capacity and capability in relation to water and waste.

Strategic Water and Waste

Te Anau Wastewater

116.   In October 2018 Council approved the business case for implementation of a new discharge method for the Te Anau wastewater discharge project based on an SDI discharge method.

117.   As a result of the change in discharge method there has been a need to seek a new resource consent. An application has been prepared and is currently being processed by Environment Southland at present.

118.   The decisions made by Environment Southland, particularly in relation to whether the consent needs to go through a public notification process, will have a significant influence on the likely processing times and therefore the ‘critical path’ for finalising development of the new SDI disposal system. It will also have an impact on when the SDI fields can be procured and installed and whether there will be a need to seek an extension to the Upukerora discharge consent. At the time of writing a decision on the notification approach was expected at any time.

119.   Work has now commenced on construction of the pipeline from Te Anau to the Kepler block. The contract for construction of the pipeline was awarded to Fulton Hogan. Work is expected to be completed by March 2020.

120.   Council approved the approach to be used to procure the remaining stages of the physical works at their 24 July meeting. This means a request for tender has now been released or construction of the membrane filter and the other works, which need to be completed at the treatment plan site.

Commercial Infrastructure

Forestry (IFS)

121.   Harvesting is continuing in Waikaia with approximately 57% completed, with volatile export pricing more of the volume has been directed to local markets namely chip which has offset some of the pricing issues.  Existing contracts are in place with domestic suppliers therefore it is anticipated that Council will be 5% down on the original 2019/20 IFS forecast which was completed in May.

Around the Mountains Cycle Trail

122.   The website is up and running with the Official Partnership Programme seeing 30 businesses advertising with the Around the Mountain Cycle Trail.  The installation of the interpretation infrastructure is currently underway and the final sections of the trail to be reviewed in the coming weeks.  This will see the installation of water tanks, bike stands, picnic tables along with fencing and planting of flaxes. 

Te Anau Manapouri Airport

123.   The additional expenditure required for the Part 139 Certification has been approved by the Te Anau Community Board. The application for Part 139 Certification was submitted on the 4 July 2019 with CAA to be down to undertake there review of the Airport on the 24 September.  Additional work in the form of an engineer’s report on the runway has been required with Opus undertaking this work this is expected to be completed prior to the CAA review.  

Property Services

124.   The property register has been presented to the Finance and Audit Committee as a step towards identifying a list of surplus Council properties. Further work is still required at the detailed level to separate those non-strategic properties into surplus and non-surplus.

125.   Property administration functions including ownership decision, lease/licence administration and property disposal queries are also actioned on a daily basis, which is business as usual given the number of properties and agreements Council has to manage. This includes the payment of rates which is quite a significant task for Council properties given that service charges have to be separated out and on charged, as well as charging the balance rates to the multitude of individual business units. The process is undertaken annually for Council with the Environment Southland rates to be processed when received.

126.   Surveys for the coastal route, Clifden and Orawia land purchases as well as the Ringaringa Road deviation have been, or are nearing completion, to allow these projects to be finalised. The disposal of the Hokonui hall is still progressing, with both Menzies Ferry and Mataura Island working through the required steps.

Community Facilities

127.   The team have been presented with some challenges early in the financial year with two projects, Holt Park Camping Ground and Monkey Island having to be put on hold due to structures being assessed as structurally unsound. In both cases it identifies that what we are doing around condition assessment of our assets is going to improve how we manage projects in the future.

128.   Monkey Island has also identified a shortfall in the way that we engage with the community when a project is in its initiation phase. There have been a number of learnings that have come out of both of these projects that will be included in the CAMMS workflow moving forward.

129.   We have also had some projects that have changed scope after consultation with elected members. Team members are working with the elected members to keep them informed on what is happening within their areas and moving forward we would see this as being a regular informal catch-up.

130.   The project delivery team are working on delivering the TIF projects that are continuing from the previous year that will culminate in new toilets at Te Anau, Clifden and Monkey Island.

131.   Work is underway with the Section 17A review, the Infrastructure Strategy and Activity Management Planning workshops.

Strategic Transport

Speed Limit Review

132.   The speed limit bylaw is out for public consultation with submissions closing on 10 October 2019.

133.   As part of the formal consultation process four drop in sessions are being held across the District during September. The sessions in Winton and Tokanui have already taken place with the remaining two being held in Te Anau and Lumsden.

134.   A report will be presented back to Council following the consultation period outlining the submissions received and any recommended changes as a result before final adoption.

Road Safety

135.   The government is currently considering a new road safety strategy and vision. The strategy will replace Safer Journeys, which concludes at the end of this year.

136.   Road safety is a really important issue in New Zealand with approximately one person per day being killed and a thousand more seriously injured every year.

137.   On Southland District roads alone 16 people were killed or seriously injured during 2018/2019 having a significant impact on families, survivors and communities as well as the economy and health systems.

138.   The proposed vision is based on Vision Zero – an approach that says that no death or serious injury while travelling on our roads is acceptable. On the way to achieving this vision the government is proposing a target for reducing death and serious injuries on roads by 40% over the next decade (based on the 2018 levels). 

139.   Five focus areas have been identified which are:

i.     infrastructure improvement and speed management

ii.    vehicle safety

iii.   work related road safety

iv.   road user choices

v.    system management.

140.   The final strategy and first action plan is proposed to be publicly released by the government in October 2019.

District Wide Renewals Programme

141.   The first of the new season’s construction projects have has been awarded. The Brydone Glencoe and Edendale Wyndham Road rehabilitation package was awarded to The Roading Company.

142.   The Otapiri Gorge Road site and the Otara Haldane seal widening package were still out to tender at the time of writing the report. These packages of work are expected to be awarded by the end of September.


143.   Two design build packages totalling up to 19 bridge replacements have been put out to tender. The first of these is planned to be awarded by late September with the second package being awarded by the start of October.

144.   A further two bespoke bridge designs have also been awarded in preparation for tendering and construction in 2020/21.

145.   Council staff have had a meeting with NZ Transport Agency (NZTA) around the challenges Council faces with the bridging stock. The meeting was very productive and NZTA was supportive of the work Council had carried out in order to better understand the scale of the challenge and how to best manage the issue including prioritisation of works.

146.   NZTA also indicated that based on the work Council had completed on understanding the challenge, including how Council was developing and prioritising the forward works programme, NZTA would be supportive of Council’s funding application for this activity during the next round of funding (2021-2023) and beyond.

Pyramid Bridge Replacement

147.   Concrete Structures Ltd through their design consultant Holmes have completed the detailed design of the bridge. The next phase is to have the detailed design peer reviewed before construction can commence. The programme is still on track for works to commence in October.



148.   There are no significant variances to report.








That the Manapouri Community Development Area Subcommittee:

a)            Receives the report titled “Council Report” dated 1 October 2019.




There are no attachments for this report.