Notice is hereby given that a Meeting of the Community and Strategy Committee will be held on:

 

Date:

Time:

Meeting Room:

Venue:

Tuesday, 3 December 2019

1pm

Council Chamber
15 Forth Street, Invercargill

 

Community and Strategy Committee Agenda

OPEN

 

 

MEMBERSHIP

 

Chairperson

Julie Keast

 

 

Mayor Gary Tong

 

Councillors

Don Byars

 

 

John Douglas

 

 

Paul Duffy

 

 

Bruce Ford

 

 

Darren Frazer

 

 

George Harpur

 

 

Ebel Kremer

 

 

Christine Menzies

 

 

Karyn Owen

 

 

Margie Ruddenklau

 

 

Rob Scott

 

 

IN ATTENDANCE

 

Group Manager - Community and Futures

Rex Capil

Committee Advisor

Alyson Hamilton

 

 

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

 

 

 


Terms of Reference – Community and Strategy Committee

 

TYPE OF COMMITTEE

Council committee

RESPONSIBLE TO

Council

SUBCOMMITTEES

None

LEGISLATIVE BASIS

Committee constituted by Council as per schedule 7, clause 30 (1)(a), LGA 2002.

Committee delegated powers by Council as per schedule 7, clause 32, LGA 2002.

MEMBERSHIP

The Community and Strategy Committee is a committee of the whole Council.  The mayor and all councillors will be members of the Community and Strategy Committee. 

FREQUENCY OF MEETINGS

Six weekly or as required

QUORUM

Seven

SCOPE OF ACTIVITIES

The Community and Strategy Committee is responsible for:

       providing advice to Council on the approaches that it should take to promote the social, economic, environmental and cultural well-being of the District and its communities and in so-doing contribute to the realisation of Council’s vision of one District offering endless opportunities

       to provide leadership to District communities on the strategic issues and opportunities that they face

       to develop relationships and communicate with stakeholders including community organisations, special interest groups and businesses that are of importance to the District as a whole.

•      assessing and providing advice to Council on:

-    key strategic issues affecting the District and Council

-    community development issues affecting the District and Council

-    the service needs of the District’s communities and how these needs might best be met

-    resource allocation and prioritisation processes and decisions. 

•      developing and recommending strategies, plans and policies to the Council that advance Council’s vision and goals, and comply with the purpose of local government as specified in the Local Government Act 2002

•      monitoring the implementation and effectiveness of strategies, plans and policies

•      developing and approving submissions to government, local authorities and other organisations

•      advocating Council’s position on particular policy issues to other organisations, as appropriate

•      considering recommendations from community boards and Council committees and make decisions where it has authority from Council to do so, or recommendations to Council where a Council decision is required.

It is also responsible for community partnerships and engagement.  This includes:

•      monitoring the progress, implementation and effectiveness of the work undertaken by Great South in line with the Joint Shareholders Agreement and Constitution.

•      allocations of grants, loans, scholarships and bursaries in accordance with Council policy

•      international relations 

•      developing and overseeing the implementation of Council’s community engagement and consultation policies and processes. 

The Community and Strategy Committee is responsible for overseeing the following Council activities:

•      community services

•      district leadership.

DELEGATIONS

Power to Act

The Community and Strategy Committee shall have the following delegated powers and be accountable to Council for the exercising of these powers:

a)        approve submissions made by Council to other councils, central government and other bodies

b)        approve scholarships, bursaries, grants and loans within Council policy and annual budgets

c)        approve and/or assign all contracts for work, services or supplies where those contracts relate to work within approved estimates.  

d)        monitor the performance of Great South.. 

Power to Recommend

The Community and Strategy Committee«name of entity» has authority to consider and make recommendations to Council regarding strategies, policies and plans.

FINANCIAL DELEGATIONS

Council authorises the following delegated authority of financial powers to Council committees in regard to matters within each committee’s jurisdiction.

Contract Acceptance:

            accept or decline any contract for the purchase of goods, services, capital works or other assets where the total value of the lump sum contract does not exceed the sum allocated in the Long Term Plan/Annual Plan and the contract relates to an activity that is within the scope of activities relating to the work of the Community and Strategy committee

            accept or decline any contract for the disposal of goods, plant or other assets other than property or land subject to the disposal being provided for in the Long Term Plan

Budget Reallocation

The committee is authorised to reallocate funds from one existing budget item to another. Reallocation of this kind must not impact on current or future levels of service and must be:

            funded by way of savings on existing budget items

            within the jurisdiction of the committee

            consistent with the Revenue and Financing Policy

LIMITS TO DELEGATIONS

Matters that must be processed by way of recommendation to Council include:

•      amendment to fees and charges relating to all activities

•      powers that cannot be delegated to committees as per the Local Government Act 2002 and sections 2.4 and 2.5 of this manual.

Delegated authority is within the financial limits in section 9 of this manual.

STAKEHOLDER RELATIONSHIPS

This committee will maintain and develop relationships with:

            Community Boards

            Great South

•      Milford Community Trust

•      Destination Fiordland.

The committee will also hear and receive updates to Council from these organisations as required.

CONTACT WITH MEDIA

The committee chairperson is the authorised spokesperson for the committee in all matters where the committee has authority or a particular interest.

Committee members do not have delegated authority to speak to the media and/or outside agencies on behalf of Council on matters outside of the board’s delegations.

The group manager, community and futures will manage the formal communications between the committee and the people of the Southland District and for the committee in the exercise of its business.   Correspondence with central government, other local government agencies or official agencies will only take place through Council staff and will be undertaken under the name of Southland District Council.

 


Community and Strategy Committee

03 December 2019

 

TABLE OF CONTENTS

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                                7

2             Leave of absence                                                                                                                                                7

3             Conflict of Interest                                                                                                                                             7

4             Public Forum                                                                                                                                                         7

5             Extraordinary/Urgent Items                                                                                                                        7

6             Confirmation of Minutes                                                                                                                               7

Reports for Resolution

7.1         Community Initiatives Fund application summary and financial report                         9

7.2         District Heritage Fund application summary and financial report                                    25

7.3         Sport NZ Rural Travel Fund application summary and financial report                         31

Reports

8.1         Creative New Zealand Communities Funding Scheme Summary of Grants Awarded 37

8.2         Southern Field-days at Waimumu                                                                                                         43

8.3         Community and Futures Research and Analysis Programme - Transition to Strategy Deficit and Development                                                                                                                            45

8.4         Stewart Island/Rakiura Future Opportunities Project Update                                            53

8.5         Community Board Plan Project Update                                                                                             67

8.6         Welcoming Communities                                                                                                                            73

8.7         Customer Satisfaction Survey Report August - October 2019                                          111

8.8         Chairperson's Report                                                                                                                                  129

8.9         Community Well-beings and Strategic Issues Overview                                                       131   

Public Excluded

Procedural motion to exclude the public                                                                                                       229

C9.1      Great South - progress update and upcoming process                                                         229


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

 

Committee 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 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 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

There are no minutes for confirmation.  


Community and Strategy Committee

3 December 2019

 

Community Initiatives Fund application summary and financial report

Record No:             R/19/11/26071

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to give the committee a summary of the applications received for the Community Initiatives Fund, and staff recommendations for the amounts to be given, based on the criteria and amount available to be granted. Decisions on these applications are sought from the committee.

Executive Summary

2        The Southland District Council Community Initiatives Fund is available to groups and organisations to assist with a broad range of projects and initiatives in Southland. Each year there are two grant rounds – one that closes on 30 September and one on 31 March.

3        Thirty-three applications have been received for the current funding round and funding available for distribution is $54,400. Staff have recommended amounts totalling $42,855.43 for 30 of the applications, and are asking for discussion on three applications.

4        A financial report to 30 September 2019 is also contained in the report for review and approval.

Community Initiatives Fund Application Summary 

 

1

Stewart Island Community Centre

 

Request assistance towards costs associated with a suitable floor surface

Gymnastics class in the Community Hall every Saturday from 10-11am.

Need a suitable floor to practice on.

This will help the entire community all year round.

Developing a lifelong physical mental ability and strength for our young tamariki.

 

Total Project Cost         $5,042.61

 

 

 

Amount Requested        $2,522

Recommendation

$2,000

 

2

Roslyn Bush Playcentre

 

Request assistance towards costs associated with constructing a bike park for our tamariki.

The bike park design will emulate a real road including a roundabout with road signal signs and traffic lights.

It will have a combination of flat and hilly surfaces (pump track), as well as a drag strip. The bike track will be centred around a town centre, with shops, a carwash and service station.

Roslyn Bush Playcentre runs four sessions per week from 9am to 12.30pm. It is also available to hire to members outside of these hours and the wider community, who can use the playground.

Roslyn Bush Playcentre is an asset to the community providing a sense of belonging, support and a place where parents can actively be involved in their children’s learning and play. The bike park will help to further enhance the centre, benefiting the community.

 

Total Project Cost         $56,194.75

 

 

 

Amount Requested        $5,000

Recommendation

$4,000

 

3

Winton Central Bowling Club

 

Request assistance towards costs associated with maintenance to the main building. This includes roof repairs to flashings, spoutings and leaks. With the help so far from our last grant we have completed a nice bright environment with a good paint and some repairs.

This would preserve the main pavilion due to the leakage from the roof flashings. The winter months are very busy indoors with a tournament lasting 23 weeks plus senior ladies groups and college students.

 

Total Project Cost         $2,500

 

 

 

Amount Requested        $2,500

Recommendation

$2,000

 

4

Wyndham Athletic Club

 

Request assistance towards costs associated with replacing aging shot put and discus circles in order to meet current health and safety standards.

The shot put and discus circles will be of a better quality for the athletes and students to use.

This would help meet costs involved in constructing circles. (Labour and materials)

Wyndham athletics club - weekly during term 1 + term 4

Menzies College and Wyndham primary school term 1 + term 4

Combined schools athletics day term 1

 

Total Project Cost         $1,437.50

 

 

 

Amount Requested        $1,000

Recommendation

$1,000

 

5

Heritage South

 

Request assistance towards costs to support Southland Oral History project volunteers with out of pocket expenses when they have to travel outside of their local area to record interviews or for training.

Supporting interviewer development and engagement with the project is a key element of SOHP strategic Plan. The majority of our current interviewers are Invercargill based, they come from all corners of Southland. Enabling the further flung volunteers to feel part of the project by, for instance, attending informal training and update programmes, is valuable. Equally we sometimes need an interview to be recorded at a considerable distance from any interviewer. The grant will enable this to happen without financial hardship to the volunteer.

 

Total Project Cost         $800

 

 

 

Amount Requested        $800

Recommendation

$800

 

6

Northern Southland Community Resource Centre Charitable Trust

 

Request assistance towards costs associated with maintaining and progressing our community garden. We need annual seeds and plants and also some new equipment to get the most out of our fabulous community asset.

Fresh, nutritious produce and feed individuals and families, new skills for people to transfer into own life, stabilisation- meet new people and be part of a team.

Start date - October 2019 - Finish Date - Purchasing complete by summer 19/20.

 

Total Project Cost         $1,658

 

 

 

Amount Requested        $1,658

Recommendation

$1,000

 

 

 

 

 

7

Rakiura Heritage Trust

 

Request assistance towards costs associated with the purchase of meeting room furniture as part of the fitting out the new interior of the new Rakiura Museum building.

Once furnished the meeting room space can be used for meetings of the Trust. It is intended to make this space available for public use thereby generating rental income to be used for operational costs to the museum.

 

Total Project Cost         $2,560.17

 

 

 

Amount Requested        $2,360.17

Recommendation

$1,500

 

8

Riverton Heritage and Tourist Centre Trust

 

Request assistance towards costs associated with the organisation and provision of the Christmas twilight market by covering some of the expenses incurred. Previously all expenses have been covered by Postmasters Bakery but as the event grows, wider contributions are needed.

The event is expected to attract over 1500 people to Riverton and around 100 stallholders. Receiving the grant will assist with some of the cost to help make the event more attractive.

 

Total Project Cost         $8,815

 

 

 

Amount Requested        $4,000

Recommendation

$2,000

 

9

Winton Men’s Friendship Club

 

Request assistance towards costs associated with travel costs to hire a bus to travel to out of town venues. There are 20 members in the choir.

The club travels around the District to retirement homes for the entertainment of the residents. They also sing at their own venues and are very popular at the venues they attend.

 

Total Project Cost         $3,200

 

 

 

Amount Requested        $1,700

Recommendation

$1,700

 

10

Otahuti Tennis Club

 

Request assistance towards costs associated with replacing an old junior grasshopper tennis coaching set that we have been using for the past seven years. Members of Otahuti Tennis Club provide coaching to primary school children at the local Waianiwa school on Thursday’s in summer and wish to update the resources.

This coaching programme after school provides the opportunity for school children to learn about the game of tennis develop their hand eye coordination.

 

Total Project Cost         $456.93

 

 

 

Amount Requested        $456.93

Recommendation

$456.93 

 

 

11

Fiordland Community Events Centre

 

Request assistance towards costs associated with replacing the old carpet with new carpet in high usage areas which is the hall, foyer and one meeting room. The events centre has been open now for 14 years in its current form. We are working our way through our maintenance schedule and the carpet is up for renewal. It has been repaired numerous times.

The event centre provides for a large number of community clubs and organisations. Our goal has and is to provide a functional facility to be proud of at minimal cost to the user groups. We also cater to a number of outside user groups who are very impressed with the facilities that we provide a relatively small community.

 

Total Project Cost         $21,886.19

 

 

 

Amount Requested        $11,000

Recommendation

$2,000

 

12

Edendale Rugby Club

 

Request assistance towards costs associated with upgrading the current cabling and metal box into the clubrooms.

Presently the current cabling and metal box struggles with the load required to keep the lights, clubroom kitchen and the vintage machinery clubrooms in power when all these are on. This happens during the winter months particularly.

The local and wider rugby community usage is two to three days a week from mid-January to August. The wider community for 12 months usage depends on bookings for birthdays, training sessions, organisation break ups, school activities etc.

 

Total Project Cost         $6,953.01

 

 

 

Amount Requested        $3,713.01

Recommendation

$2,000

 

13

Tuatapere Valley Scouts

Request assistance towards costs associated for a scout leader to attend the 22nd Scout Jamboree at Mystery creek.

 

Total Project Cost         $2,287

 

 

 

Amount Requested        $1,000

Recommendation

$500

 

14

Balfour Home and School - Rock the Ridge Fundraiser

 

Balfour Home and School are running a mountain bike/walk/run event to raise money for the school.  Funding is requested to assist with the health and safety obligations required to meet to be able to run this event. 

Rock the Ridge is designed to be very much a community event that will provide a chance for our community to come together, meet new people, encourage health and fitness and have fun.

 

Total Project Cost         $2,848.66

 

 

 

Amount Requested        $1,000

Recommendation

$1,000

15

Takitimu Swimming Club

Request assistance towards costs associated with enabling rural children to have swimming lessons in an intensive swimming weekend with professional swim coach Graeme Lang from Matamata. These lessons build on our two local swim coaches swimming instruction due to short season of the pool.

 

Total Project Cost         $4,880

 

 

 

Amount Requested        $1,516

Recommendation

$1,516

 

16

Youth Development Southland Region Trust

 

Request assistance towards costs associated with flights required to send two Kiwi Can leaders to Stewart Island every fortnight to deliver Kiwi Can skills and values to 35 students at Halfmoon Bay School. Kiwi Can is based around four key themes: resilience, respect, integrity, and positive relationships, and is linked to the NZ curriculum and its core competencies.

 

Total Project Cost         $11,751

 

 

 

Amount Requested        $6,087

Recommendation

Committee to discuss

 

17

Gorge Road and Districts Heritage Society

 

Request assistance towards costs associated with the culmination of various projects being undertaken at the Gorge Road Domain ie. Memorial gates and pillars, huts and various signage.  The projects are a combined effort of the Gorge Road CDA and the Gorge Road and Districts Heritage Society.

 

Total Project Cost         $48,150

 

 

 

Amount Requested        $17,000

Recommendation

$3,000

 

18

Otautau Golf Club

 

Request assistance towards improvements at the Otautau Golf Club. This includes repainting the exterior of the clubhouse, installing a concrete pad for mowers, and trimming trees and hedges.

 

Total Project Cost         $24,262

 

 

 

Amount Requested        $2,000

Recommendation

$2,000

 


 

19

Fiordland Community Pool

 

Request assistance towards costs associated with two committee members attending a pool water treatment course. At least one or two of our members need to be qualified in pool water treatment to ensure the quality and safety of our facility.

 

Total Project Cost         $977.50

 

 

 

Amount Requested        $402.50

Recommendation

$402.50

 

20

Manapouri Community Pool

 

Request assistance towards costs associated for two of our committee members to attend a pool water treatment course.

It is vital that our committee has at least 1 or 2 members that are qualified in water treatment at our pool- ensuring a healthy safe water quality at our facility.

 

Total Project Cost         $977.50

 

 

 

Amount Requested        $402.50

Recommendation

$402.50

 

21

Otautau Community Pool

 

Request assistance towards costs associated for one of our committee members attending a pool water treatment course.

It is vital that our committee has at least 1 or 2 members that are qualified in water treatment out our pool- ensuring a healthy safe water quality at our facility.

 

Total Project Cost         $488.75

 

 

 

Amount Requested        $201.25

Recommendation

$201.25

 

22

Waianawa School

 

Request assistance towards costs associated for one of our board/committee members attending a pool water treatment course.

At least one or two members need to be qualified to maintain the water quality at our pool - to ensure the health and safety of those using the pool.

 

Total Project Cost         $425.00

 

 

 

Amount Requested        $175.00

Recommendation

$175.00

 


 

23

Balfour Home and School

 

Request assistance towards costs associated with repairing the Balfour Community pool roof which is over 30 years old and showing various signs of degradation. The heating system is also old and not fit for purpose. 

The pool operating at an acceptable level of comfort will allow all users the access and the use of safe environment to develop the increasing life skill of water safety and to enjoy water recreation in a safe environment.

 

Total Project Cost         $90,759

 

 

 

Amount Requested        $25,000

Recommendation

$3,000

 

24

Manapouri Community Swimming Pool

 

Request assistance towards costs upgrading the solar heating system for heating the pool.

 

Total Project Cost         $28,450.53

 

 

 

Amount Requested        $5,000

Recommendation

$2,500

 

25

Takitimu District Pool

 

Request assistance towards the cost of one of our committee members attending a water treatment course for community pools.

It is essential that at least one or two of our committee members are qualified in pool water treatment to ensure the quality and safety of our facility for users.

 

Total Project Cost         $488.75

 

 

 

Amount Requested        $201.25

Recommendation

$201.25

 

26

Te Anau Waitangi Day 2020

 

Request assistance to help fund the 2020 family friendly, free to the public one day festival at the Lions Park and on Lake Te Anau commemorating Waitangi Day. Festivities include a concert, a traditional Hangi, culturally based interactive activities and the opportunity to have a go at paddling a waka on the lake.

It will bring the community together to celebrate Waitangi Day with quality entertainment across a variety of cultures and musical genres. There will be traditional food to enjoy and team building activities to participate in.

 

Total Project Cost         $4,508

 

 

 

Amount Requested       

Recommendation

$1,000

 


 

27

Balfour Lions Club

 

Request assistance towards costs associated to hold and host a controlled Guy Fawkes display for the Northern Southland Community.

Provides a platform for community groups to fundraise for their own needs by allowing/inviting them to run food and entertainment together during a year of challenges and when wellness concerns in the small rural communities are high.

 

Total Project Cost         $6,693.77

 

 

 

Amount Requested        $2,000

Recommendation

Nil (retrospective)

 

28

Edendale Bowling Club

 

Request assistance towards costs associated with painting the interior of the clubrooms. The buildings have not been painted for at least 25 years.

We wish to have this painted before our Centenary in 2020.

 

Total Project Cost         $21,880

 

 

 

Amount Requested        $17,480

Recommendation

$2,000

 


29

CastleRock Mossburn Pony Club

 

Our pony club historically has been held on private property. We are shifting to the Lumsden Recreational grounds and require funding to fence off an area designated to be the Pony Club grounds. This is a safety feature should any ponies get loose during pony club rally.

 

Total Project Cost         $4,473

 

 

 

Amount Requested        $3,000

Recommendation

$2,000

 

30

Fiordland Trails Trust

 

Request assistance towards the costs associated with the design work required on a multi-use trail from Te Anau to Te Anau Downs.  The design work is required prior to applying for consent and beginning the tendering process.

 

Total Project Cost         $2,500,000

 

 

 

Amount Requested        $10,000.00

Recommendation

Committee to Discuss

 


 

31

Fiordland Community Event Centre Trust and Fiordland Endurance

and Adventure Racing Society

 

Request assistance towards the cost to construct a top of the line recreational climbing facility in the existing Real Journeys Event Centre. The climbing facility will be the biggest in Otago/Southland and will cater to community groups, families, tourists, recreational climbers, and seasonal workers etc.  It will be suitable for holding regional climbing competitions at both the secondary schools level and the national level, provide basic vertical rope-work education opportunities for LSAR groups, and offer a high level training environment for those aspiring to climb elsewhere in Fiordland.

 

Total Project Cost         $398,935

 

 

 

Amount Requested        $40,000

Recommendation

Committee to discuss

 

32

South Catlins Promotions

 

Request assistance towards the cost to place a welcome to The Catlins sign at the top of Stirling Hill just before Fortrose. This sign will replace the original sign that was removed unlawfully from just outside Fortrose. The new sign will be opposite the information kiosk. We are proposing to have a pathway leading from the kiosk across the road to an area where visitors may view the amazing view over the estuary and ocean, take photos and have a rest.

 

Total Project Cost         $6,210

 

 

 

Amount Requested        $3,000

Recommendation

$2,000

 

33

Tuatapere Valley Scout

 

Request assistance towards costs associated with purchasing tables so that kids can do crafts. 12 kids in the club. Two x weekly scouts, cubs and keas group.

 

Total Project Cost         $500.00

 

 

 

Amount Requested        $500.00

Recommendation

$500

 

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Community Initiatives Fund application summary and financial report” dated 26 November 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)           Approves the allocation of funds from the Community Initiatives Fund as follows:

1

Stewart Island Community Centre

$2,000

2

Roslyn Bush Playcentre

$4,000

3

Winton Central Bowling Club

$2,000

4

Wyndham Athletic Club

$1,000

5

Heritage South

$800

6

Northern Southland Community Resource Centre Charitable Trust

$1,000

7

Rakiura Heritage Trust

$1,500

8

Riverton Heritage and Tourist Centre Trust

$2,000

9

Winton Men’s Friendship Club

$1,700

10

Otahuti Tennis Club

$456.93

11

Fiordland Community Events Centre

$2,000

12

Edendale Rugby Club

$2,000

13

Tuatapere Valley Scouts

$500

14

Balfour Home and School – Rock the Ridge Fundraiser

$1,000

15

Takitimu Swimming Club

$1,516

16

Youth Development Southland Region Trust

Committee to discuss – asking for $6,087

17

Gorge Road and Districts Heritage Society

$3,000

18

Otautau Golf Club

$2,000

19

Fiordland Community Pool

$402.50

20

Manapouri Community Pool

$402.50

21

Otautau Community Pool

$201.25

22

Waianawa School

$175

23

Balfour Home and School

$3,000

24

Manapouri Community Pool

$2,500

25

Takitimu District Pool

$201.25

26

Te Anau Waitangi Day 2020

$1,000

27

Balfour Lions Club

Nil -retrospective

28

Edendale Bowling Club

$2,000

29

Castlerock Mossburn Pony Club

$2,000

30

Fiordland Trails Trust

Committee to discuss – requested $10,000

31

Fiordland Community Event Centre Trust and Fiordland Endurance and Adventure Racing Society

Committee to discuss – requested $40,000

32

Southland Catlins Promotions

$2,000

33

Tuatapere Valley Scouts

$500

 

e)            Approves the financial report to 30 September 2019 for the Community Initiatives Fund.

 


 

Background

5        The Communities Initiatives Fund supports:

-     the development of community facilities or amenities including community centres/halls, war memorials, local reserves and picnic areas, playgrounds, walkways and tracks, sports fields, swimming pools, changing room facilities,

-     sport and recreational opportunities;

-     community programmes, activities or events.

6        Assistance for other initiatives outside the above broad categories may be provided at the discretion of the committee.

7        The amount of funds available for distribution each year is $108,800.

Issues

8        All applicants have to meet the requirements of the fund criteria.

Factors to Consider

Legal and Statutory Requirements

9        The granting of this fund aligns with Council’s Community Assistance Policy.

Community Views

10      The amount of the fund is decided during the Long Term Plan/Annual Plan process and the community is consulted on any change. Advertising of fund application deadlines is carried out well in advance of those dates to enable people to apply.

Costs and Funding

11      The fund comes from rates every year.

Policy Implications

12      The application criteria and recommendations to this committee meets the requirements of Council’s Community Assistance Policy. This policy is due for review, which will happen in the next calendar year.

Analysis

Options Considered

13      The options are to either review and award grants to the applicants to assist with their various projects or to decline the applications.

 

 

Analysis of Options

Option 1 – Award grants

Advantages

Disadvantages

·        this would fulfil Council’s commitment to offer and award grants to groups and organisations to assist with various community projects and initiatives.

·        Council is enabling community-led development by helping community groups and organisations do their own projects, rather than Council doing it for them.

·        Council will not fulfil its commitment to offer and award grants to eligible groups and organisations to assist with various community projects and initiatives.

 

Option 2 – Decline applications

Advantages

Disadvantages

·        there will be more money in the Community Initiatives Fund.

·        eligible groups and organisations may not be able to carry out their projects.

·        Council is not meeting its commitment to help fund community projects and initiatives.

 

Assessment of Significance

14      Under Council’s Significance and Engagement Policy, this is not considered to be significant.

Recommended Option

15      Option 1 – to award grants to the applicants.

Next Steps

16      The applicants will be contacted to be advised of the outcome of their applications and payment of grants awarded will be arranged.

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

District Heritage Fund application summary and financial report

Record No:             R/19/11/26073

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to give the committee a summary of the applications to the Southland District Council Heritage Fund from the September round. These applications seek grants to assist with the day-to-day running of local museums, heritage centres or similar type organisations within the Southland District Council boundaries.

Executive Summary

2        Eligible museums, groups and organisations can apply to the District Heritage Fund once a year for assistance with operational costs. There are two funding rounds – one in September and one in March. The recommended amount for distribution for this round is $37,800. The total amount for distribution for the year is $63,981.

3        Five applications have been received for the current funding round. They are:

4    11

Riverton Heritage and Tourist Centre Trust

 

Request assistance towards operational costs for the heritage centre.

Provides an all-weather tourism attraction to Western Southland.

 

Total Project  $115,572

 

 

 

Amount Requested        $19,000

Recommendation

$18,300

 

2

Thornbury Vintage Tractor Club

 

Request assistance towards paying for insurance, rates and power.

Restoring heritage items for the public to view.

 

Total Project Cost         $4,000

 

 

 

Amount Requested        $4,000

Recommendation

$3,000

 


 

3

Wyndham and Districts Historical Society

 

Request assistance towards operational grant for power, rent phone etc.

Provide a museum protecting our District heritage which is available to members of our community and visitors from New Zealand and tourists.

 

Total Project Cost         $15,636.21

 

 

 

Amount Requested        $3,000.00

Recommendation

$2,000

 

4

Switzers Museum (Waikaia) Inc

 

Request assistance towards the day to day operational costs of our museum.

Allow the committee to focus on raising funds for the continued development of exhibitions at the museum.

 

Total Project Cost         $13,039

 

 

 

Amount Requested        $7,500

Recommendation

$7,200

 

5

Waikawa District Museum Inc

 

Request assistance towards operational costs, power, insurance, merchant fees, Eftpos, rental costs, telephone, administration and internet.

 

Total Project Cost         $13,132

 

 

 

Amount Requested        $13,132

Recommendation

$7,300

 

5        The financial report for the District Heritage Fund up to 30 September 2019 is as follows:

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “District Heritage Fund application summary and financial report” dated 26 November 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)           Approves the allocation of funds from the District Heritage Fund as follows:

 

1

Riverton Heritage and Tourist Centre Trust

$18,300

2

Thornbury Vintage Tractor Club

$3,000

3

Wyndham and Districts Historical Society

$2,000

4

Switzers Museum (Waikaia) Inc

$7,200

5

Waikawa District Museum Inc

$7,300

 

e)            Approves the financial summary for the District Heritage Fund to 30 September 2019.

 

 

 


 

Background

6        The District Heritage Fund was established in 2013 and collects about $60,000 a year via the district heritage rate to support the operational costs of District museums, heritage groups and organisations.

Issues

7        Applicants have all met the criteria of the fund.

8        Any funds that are not distributed in this funding round are retained in the District Heritage Fund reserves.

Factors to Consider

Legal and Statutory Requirements

9        This aligns with Council’s Community Assistance Policy.

Community Views

10      Funding for this is through rates, and all stakeholders can make submissions on the suitability and amount of the fund during the Long Term Plan or Annual Plan process.

Costs and Funding

11      The fund is funded by the district heritage rate.

Policy Implications

12      The criteria and awarding of this fund meets Council’s Community Assistance Policy.

Analysis

Options Considered

13      The options for consideration are either to awards the grants to the applicants or to decline the applications.

Analysis of Options

Option 1 – Award the grants

Advantages

Disadvantages

·        Fulfil Southland District Council’s commitment to offer and award grants to museums and heritage groups and organisations to assist with operational costs.

·        Southland District Council would not fulfil its commitment of offer and award grants to District museums and heritage groups and organisations to assist with operational costs.

 


 

Option 2 – Decline the grants

Advantages

Disadvantages

·        There is more money in the District Heritage Fund.

·        Museums and heritage groups and organisations struggle to cover operational costs.

 

Assessment of Significance

14      Under Council’s Significance and Engagement Policy, the awarding of this fund is not considered significant.

Recommended Option

15      Option 1 – award the grants.

Next Steps

16      Applicants will be advised of the outcome of their applications and payment of grants will be arranged.

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

Sport NZ Rural Travel Fund application summary and financial report

Record No:             R/19/11/26451

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        Southland District Council administers funding on behalf of the Sport New Zealand Rural Travel Fund. The purpose of this fund is to assist with transport expenses associated with participating in regular local competitions. Sports clubs and school-based clubs with young people between five and 19 years are eligible to apply.

Executive Summary

2        Two applications have been received for this round of funding, which closed on 30 September 2019. This is a much smaller number than usual and staff are unsure of the reasons for the lack of applications. The total amount for distribution for the 2019/20 year is $16,043 so the remainder will be carried forward to the March 2020 funding round.

3        A summary of the two with recommendations for funding are as follows:

4    11

Fiordland College

 

To help the cost of getting students to Invercargill and Gore to attend sporting activities.

 

Km travelled: 32,000

Recommendation as per travel formula

$1,500

 

2

Netball Fiordland Club Inc

 

To assist in the cost of players getting to Winton to play netball for the season.

 

Km travelled 26,460

Recommendation as per travel formula

$1,500

5        The financial report for the fund up to 30 September 2019 is as follows:

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Sport NZ Rural Travel Fund application summary and financial report” dated 21 November 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)           Approves the allocation of funds for the Sport NZ Rural Travel Fund as follows:

 

1

Fiordland College

$1,500

2

Netball Fiordland Club Inc

$1,500

 

e)            Approves the financial report up to 30 September 2019.

 


 

Background

6        Southland District Council has administered the rural travel fund on behalf of Sport New Zealand since 2012. The fund was launched by Sport NZ in response to concerns raised by councils about the lack of participations in sport by young people living in rural communities.

Issues

7        The applicants have met the requirements of the fund.

8        A travel formula based on the number of kilometres travelled has been applied to the applications.

Factors to Consider

Legal and Statutory Requirements

9        The fund is administered in accordance with the Sport NZ/Southland District Council investment schedule, including terms and conditions, for 2019/2020.

Community Views

10      The fund subsidies are appreciated by sports and school-based clubs within the District.

Costs and Funding

11      Grants are covered by the funding provided by Sport NZ.

Policy Implications

12      The process meets Sport NZ requirements.

Analysis

Options Considered

13      The options for consideration are to either award grants to the applicants to assist with travel costs or decline the applications.

Analysis of Options

Option 1 – Award grants to applicants

Advantages

Disadvantages

·        fulfil Southland District Council’s agreement to administer the Sport NZ rural travel fund on behalf of Sport NZ.

·        Southland District Council will not fulfil its obligation to administer the Sport NZ rural travel fund as per the investment schedule.

 


 

 

Option 2 – Not award grants to applicants

Advantages

Disadvantages

·        There are no advantages.

·        Southland District Council would not fulfil its obligation to administer the Sport NZ rural travel fund as per the investment schedule.

 

Assessment of Significance

14      Under Council’s Significance and Engagement Policy, this is not considered to be significant.

Recommended Option

15      Option 1 – award grants to applicants.

Next Steps

16      Applicants will be advised of the outcome of their application and payment of grants arranged.

 

Attachments

There are no attachments for this report. 

  


Community and Strategy Committee

3 December 2019

 

Creative New Zealand Communities Funding Scheme Summary of Grants Awarded

Record No:             R/19/11/26072

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Grants summary

1        Creative New Zealand allocates Council $33,840 a year to fund arts in the community, with the following criteria:

•    broad community involvement – the project will create opportunities for communities to engage with and participate in arts activities

•    diversity – the project will support the diverse arts and cultural traditions of communities and enrich and promote their uniqueness and cultural diversity

•    young people – the project will enable and encourage young people to engage with and actively participate in the arts.

2        Creative New Zealand stipulates that community representatives are part of the decision-making committee and so last triennium Council set up a community committee made up of seven representatives from across Southland District, Cr Julie Keast, Ange Newell from Venture Southland and Council staff.

3        As it is a new triennium, advertising for members for this committee will be carried out, and those on the committee have been encouraged to apply again.

4        Under the Creative New Zealand criteria, the community committee makes the decisions on the grants and so the following is a summary of those decisions. The total amount being given out is $19,300, as $1000 is being returned from an earlier project which did not need all the funding.

 

5    11

Te Anau Waitangi Day

 

A family friendly, free to the public one day festival based on Maori performing art, craft and culture.

 

Total cost of project $45,058.00

 

 

 

Amount requested $33,558.00

Decision

$2500

 

2

Shakespeare in the Park Charitable Trust

 

The annual production will take place in Queens Park. Professional actor Mike Edward will feature as Macbeth with a cast of locals

 

Total cost of project $46,260

 

 

 

Amount requested $500

Decision

$500

 

3

Southern Districts Arts Trust

 

Dancing with the locals: Local people are learning the cha cha dance from dance teachers and then we have a competition night where the audience can view.

 

Total cost of project $5973.00

 

 

 

Amount requested $800.00

Decision

$800

 

4

Stewart Island Promotion Association Inc

 

Island Inspirations 2020: The aim is to hold a number of multimedia type workshops over the course of a weekend, with a minimum of two events.

They will be two days - another two, maybe one or two days depending on tutor availability. It is planned to supplement the event programme with a guest speaker to support the Rakiura International Dark Sky Sanctuary public outreach programme. The event will be promoted as Island Inspirations 2020.

 

Total cost of project $8,850.00

 

 

 

Amount requested $2,350.00

Decision

$2000

 

5

Little Green Man Productions

 

To bring the new 2020 glow in the dark (large scale) puppet show to Invercargill and the area of Southland District during Matariki 2020.

 

Total cost of project $10,155.00

 

 

 

Amount requested $3000.00

Decision

$1500

 

6

Riversdale Arts Inc

 

Durning October and November 2019 we want to offer five classes of art based workshops to a maximum of 64 participants (minimum of 44 required for classes to be run) to be held at the Riversdale arts rooms.

 

Total cost of project $7,405.00

 

 

 

Amount requested $1,500.00

Decision

$1500

 

/

7

Waiau Rivercare Group Inc

 

Maori art form retelling the Legend of Waiau River permanent instillation in Tuatapere

 

Total cost of project $9,500.00

 

 

 

Amount requested $9,500.00

Decision

$2000

 

 

 

 

8

Elizabeth Mary Swann

 

A Hundred Words for Snow 2020 Tour- Southland -A regional tour of an existing production, bringing professional theatre to rural communities

 

Total cost of project $2,965.00

 

 

 

Amount requested $1,765.00

Decision

$1500

 

9

NZ Music Managers Forum

 

Upskilling Seminar- How to Market and Promote Your Music- Seminar for Southland based musicians, songwriters and performers.

 

Total cost of project $6,530.00

 

 

 

Amount requested $2,530.00

Decision

$1000

 

10

Riverton Community Arts Centre Charitable Trust

 

Twisted Christmas Community Art Exhibition -A twisted Christmas Art Exhibition invites Southland to think outside the box and express their creativity by looking at Christmas in a “dark” “deep” or “humorous” way. Art presented must follow the “twisted” theme but may incorporate many different artistic mediums including visual, sculpture, multimedia, costume cars, etc. This exhibition is designed to stimulate creativity and move away from traditional Christmas art.

 

Total cost of project $5,262.18

 

 

 

Amount requested $1,566.00

Decision

$1500

 

11

Burning Horse Festival

 

Host a three day music and arts festival

 

Total cost of project $172,000

 

 

 

Amount requested $2,500.00

Decision

$2500

 

12

Riverton Community Arts Centre Charitable Trust

 

Aparima College Senior Students Art Exhibition “The Shape Of Our Lives”

Designs that reflect the students’ lives with influences from Richard Killen a New Zealand Artist. Maori and Polynesian imagery, NECA wok with a variety of themes chosen by the students using mixed media, paint and photography. This project gives the students a real taste of what it means to exhibit their works to the larger community with the addition of the banners show casting their works lining the streets of Riverton for the 2020 year. Entry into the gallery will be free which make this event accessible to a large part of the community.

 

Total cost of project $3,926.89

 

 

 

Amount requested $3,052.39

Decision

$2000

Financial report

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Creative New Zealand Communities Funding Scheme Summary of Grants Awarded” dated 14 November 2019.

 

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

Southern Field-days at Waimumu

Record No:             R/19/11/26070

Author:                      Louise Pagan, Communications Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose of Council attendance

1        The Southern Field-days at Waimumu, near Gore, is held every two years and is a key event for the rural community throughout Southland and Otago. The next event is from February 12 to 14 2020.

2        Southland District Council has been part of this event for more than 15 years because it is one of the many ways Council can reach stakeholders.

3        The purpose of Council’s attendance is to inform, engage and build relationships with key stakeholders, rural residents, and attendees. It is about enabling people to talk to Council councillors and staff at their own event.

4        This year Southland District Council will be sharing its space with Environment Southland in a deliberate move to break down the confusion in the community around what each council does. The two councils will use this chance to work together to educate and grow awareness.

Plan for Council site

5        As with any large event site, a theme is necessary to make sure a cohesive story is being told There is a real opportunity with Council’s LTP story “It’s time Southland” to use that to create the story at Council and ES’s site as both councils are at a crucial time in the management of their individual responsibilities, eg, infrastructure and community-led development for Council and changing legislation and climate change for ES.

6        The site will be interactive and allow visitors to ask and answer questions, while also being able to spend “SDC money’” on their priorities for Southland. The information gathered during this process and the broader conversations visitors have with staff and councillors in the site.

7        The Youth Council is also keen to take part and so a section of the tent will be a Youth Corner, where the young people can sit and talk about things and answer questions on iPads on issues relating to the youth.

8        There will be a roster of staff from various departments to look after the tent, barbecue and visitors for the three days. It is also hoped that councillors will attend and spend half a day at the site.

9        The first day is also Council day so attendance will need to be on Thursday or Friday. Tickets will be available for those who are available to spend a half a day on site.

What will success look like?

10      Success can be measured both qualitatively and quantitatively. In the case of engagement and relationship building, the measures are more often qualitative as there is subjectivity involved.

11      Success measures from Council being at the field-days will include a clear indication of priorities for Council from a rural-based perspective, an increase in visitors who stay longer than five minutes and feedback from a diversity of visitors.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Southern Field-days at Waimumu” dated 14 November 2019.

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

Community and Futures Research and Analysis Programme - Transition to Strategy Deficit and Development

Record No:             R/19/11/26091

Author:                      Michelle Stevenson, Strategy and Policy Manager

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to provide the Community and Strategy Committee with an update on the Community and Futures Research and Analysis Work Programme.

2        The work programme is transitioning to address Council’s strategy deficit, through big picture research and analysis work that will position Council to better understand the decisions it needs to make for the future of the district.

 

Executive Summary

3        This programme of work follows an approach mandated by Council for staff to undertake big picture research and analysis that will inform the future work and thinking of Council as part of the LTP 2031. The community futures research and analysis work programme is included in Council’s executive leadership team business plan, and identified as one of six prioritised strategic projects.

4        The Community and Policy Committee at its 29 November 2018 and 10 July 2019 meetings further supported the advancement of this programme of work, and the overall monitoring of the work programme. 

5        At its 5 September 2019 meeting, the Community and Policy Committee endorsed the continued progression of the overall programme of work, and to utilise and build on the work already undertaken to help determine a programme of works around Councils strategy deficit.

6        The community futures research and analysis work programme is being coordinated by strategy and policy and is a council wide initiative of key strategic projects and how they integrate into forming advice and understanding for Council decision-making.

7        The work undertaken to date in the community and futures research and analysis work programme has laid the foundations for strategy design and development.  Council’s transition to dealing with our strategy deficit will be at least a five year programme of work, and will require extensive community engagement and participation throughout over the up-coming years.

8        In January 2020 Councillors and Council’s executive leadership team will have a one day workshop with Alicia McKay, a strategy, change and resilience expert, to discuss the big picture for Council, and encouraging critical thinking around the future that we want to achieve, and what we need to do to get to where we want to be.

9        Staff will continue to progress the framework development for addressing Council’s strategy deficit, and will provide an update report to the Committee at its March 2020 meeting.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Community and Futures Research and Analysis Programme - Transition to Strategy Deficit and Development ” dated 20 November 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)           Notes the Community and Futures Research and Analysis work programme is transitioning to investigate Council’s strategy deficit and will develop a programme of work to progress this over the next five years.

 


 

Background

10      Beginning 2017, the Council of the previous triennium identified the need to invest in planning for the future, and endorsed an approach to undertake big picture research and analytics work.

11      This resulted in the Community and Futures Research and Analysis programme of work, which included: demographic trends, central government influence, natural hazard risks, technological change, economic trends and affordability, environmental considerations and intergenerational shifts.

12      Throughout 2018 and 2019, the above programme of work was progressed and resulted in a number of work streams getting underway to assist Council in preparing for the future and beginning to gather the information needed to inform decision-making for the future of Southland.  The status of the work streams is provided below:

Community partnership, assistance and funding alignment

13      The aim of the community grants and funding project was to develop a funding model that supports the future needs of communities and Council in relation to the activities and services provided by Council within the district, and which enabled community boards to allocate a portion of district funding to local communities. 

14      Council considered the recommendations at its 24 July 2019 meeting and established a new community partnership fund with a review period of three years.  This fund 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.

Rating affordability modelling and implications

15      Work is progressing on modelling of rating affordability with the aim to produce a map based model to show the spread of rates affordability across the district. Unfortunately updated 2018 census data for household incomes is still not available. Statistics New Zealand have indicated that this information may not be available until mid-2020 due to the difficulty in assigning administrative data into census meshblock areas. In order to keep progressing with the project, staff will use 2013 census household income data adjusted for wage and salary inflation (using BERL data) and annual estimates of household income produced by the Ministry of Business and Innovation (MBIE) from the Household Labour Force Survey and Household Economic Survey.

16      As new census household income data becomes available, the rating affordability model will be able to be updated. In the meantime, staff are working on the model and are aiming to have an initial analysis completed for a workshop discussion with Council in December 2019. This discussion will then be used to inform work on the review of the Revenue and Financing Policy, rating review as well as any changes to the Rates Remission and Postponement Policy in 2020.

Service delivery framework – Level of Service

17      Council engaged consulting company Xyst to undertake community asset 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 final report has been received by staff and will provide the information and analysis to enable an informed discussion with elected members and communities early in 2020.  Discussions will focus on setting a minimum level of service for all assets within the community facilities portfolio for community housing, community centres, council offices and buildings, public toilets, parks and reserves (open spaces) and water structures, to help achieve a minimum level of consistency across the district.

Socio-demographic project

18      Information from the BERL socio-demographic project has been utilised to develop Councils draft assumptions for the LTP 2031, which have helped guide and inform activity managers as they plan for the development of their activities over the next 10 years and beyond.

19      The BERL project work will continue to be incorporated into Council’s strategic development and planning processes, and will include greater analysis as we move towards developing short and long term strategies for the Southland district that align to Council’s vision, community outcomes and strategic priorities.

Technological change impacts on communities and implications for SDC

20      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.

21      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.

22      A follow up report on the potential impacts of technological change on communities and the implications this may have for Southland District Council will be submitted by December 2020 to the Community and Strategy Committee. 

Climate change

23      The Southland Climate Change Impacts Assessment was released to the four southland Councils in May and June 2019. The report identifies predictions for changes in temperature, rainfall, drought, and sea level-rise out to 2090.

24      The Zero Carbon Amendment Bill was supported unanimously at its last reading in Parliament and will be passed into law.  This will have implications for Council as a business, as role model and advisors to community, and in policy development. The bill sets a target that as a nation we will be net carbon neutral by 2050.

25        The National Climate Change Risk Assessment is due mid-2020 and then it is expected a national adaptation plan will be prepared by the new Climate Change Committee (which was established under the Climate Amendment Bill). It is anticipated that there will be localised actions required by Local Government but at this stage it is too soon to tell what this will be.

26      At a Local Authority level, an internal working group has met three times to identify opportunities for responding to climate change. One of the key pieces of work identified is gaining an understanding of Councils current carbon footprint so that there is an awareness and a clear baseline which Council can work from.

27      Great South have established the Carbon Neutral Advantage Advisory Group and steering group to identify and establish how to transition to a low carbon economy. This advisory group is made up of major businesses and industries (eg Fonterra, NZAS, Real Journeys, PowerNet, HW Richardson, EECA).

28      At its 21 August 2019 meeting Council approved its part of the LiDAR (Light Detection and Ranging) funding, and will be extremely valuable for spatial, land use and infrastructure planning, and civil defence/emergency management. It can help to better inform important future decisions, such as development of land in floodplains, and infrastructure spend in areas with high hazard exposure.  The LiDAR tenders for the Southland project have closed and a preferred candidate has been identified. Final checks are being completed prior to awarding the contract.

Water and Land Plan implications

29      Regional Water and Land Plan Environment Court Appeal commenced in June 2019, with Southland District Council alongside Gore and Invercargill Councils giving evidence throughout.

30      Preparation is underway for stage two of the Water and Land Plan. The schedule set by the Environment court is anticipating a second hearing in mid-2020. This timeframe may be ambitious as there is still a significant amount of uncertainty in the higher order RMA documents (eg revised National Policy Statement and proposed National Environmental Standards) which will affect the setting of rules at a regional level.

 

Issues

31      The decision to invest in research and analytics is critical if Council wishes to plan for the future. Undertaking big picture research and analysis work will position Council to better understand the decisions it needs to make for the future of the district.

32      Council has a strategy deficit and we need to look at how we will deal with this.  It was anticipated that the research and analysis work programme would evolve into developing the programme of work to consider the strategy deficits that staff have identified, and previous information from the programme of works will inform this next stage for Council research and analysis.

33      For a number of years Council has largely relied on its economic development arm to determine strategies for the region.  This has meant that Council has not invested in any meaningful way in its own strategies as a district, and has been driven by regional strategies in some cases. 

34      It will be of benefit to the communities of Southland to have clear Council strategies for the district that will align to and inform regional strategy work.  It will also ensure that Council is better positioned to respond to national strategy development if we understand our own direction at a strategy level.

35      Council has a number of plans, however with limited strategies will be working backwards to operationalise district strategies into our everyday work.  This will assist Council in the long term to be clear in who we are, what we want, where we are heading, and what we need to do to get there.

36      The work undertaken to date in the community and futures research and analysis work programme has laid the foundations for strategy design and development.  Council’s transition to dealing with our strategy deficit will be at least a five year programme of work, and will require extensive community engagement and participation throughout.

37      The continued investment in research and analysis for big picture planning is an important part of this, and will enable development of robust strategy to assist Council in future decision-making.

Factors to Consider

Legal and Statutory Requirements

38      There are no legal or statutory requirements to consider at this time.

39      However, it is important to acknowledge that Council has commissioned and completed work as part of the 2018-2028 Long Term Plan, and identifies further research and analysis work for future planning as a priority for the upcoming Long Term Plan 2021-2031, which is a statutory requirement for Council.

 

Community Views

40      No specific community views have been sought in relation to the development of a framework that assists Council in dealing with its strategy deficit.

41      As this work progresses over a number of years there will be significant community engagement and consultation in the preparation and finalisation of any strategic documents that Council determines appropriate.  

Costs and Funding

42      The costs associated with the development of a framework to deal with Councils strategy deficit are met within existing budgets allocated through Council Long Term Plan 2018-2028.

Policy Implications

43      There are no policy implications identified in transitioning to look at Councils strategy deficit that will assist Council with the implementation of its strategic framework and organisational alignment to the activities Council delivers to its communities.

Analysis

Options Considered

44      There are no options for the Committee to consider.  The transitioning of the work programme to address Council’s strategy deficit is fundamental to the research and analysis work undertaken by Council, for future planning and to help inform Council decision-making.

 

Assessment of Significance

45      This programme of work is not considered significant in relation to Council’s Significance and Engagement Policy.

Next Steps

46      In late November, staff from Strategy and Policy undertook preliminary discussions with consultants Rebecca McElrea and Sandra James to discuss Council’s strategy deficit and begin work on a framework to move us forward over the next five years.

47      This workshop covered the context of why Council needs to address its strategy deficit, what we define as a strategy, how a framework will be developed, and the alignment to Councils activity development and delivery.

48      In January 2020 Councillors and Council’s executive leadership team will have a one day workshop with Alicia McKay, a strategy, change and resilience expert.   Alicia will spend the day discussing the big picture for Council, and evoking and encouraging critical thinking around the future that we want to achieve, and what we need to do to get to where we want to be. 

49      Alicia will also prompt discussions around whether or not the big issues we’re currently discussing as a Council are actually the ‘big issues’, or are there things as a Council we need to be thinking more about, and acting upon.  Further information and an agenda will be provided in mid-late December to Councillors and the executive leadership team. 

50      Staff will continue to progress the framework development of addressing Council’s strategy deficit.  An update report will be provided to the Committee at its March 2020 meeting.

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

Stewart Island/Rakiura Future Opportunities Project Update

Record No:             R/19/11/26146

Author:                      Karen Purdue, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        This is an update on the Rakiura Future Opportunities Project. A future focused strategic development and planning project for Stewart Island/Rakiura so that the island in partnership with local, regional and central government, iwi and other strategic partners, can proactively plan its future.

 

Executive Summary

2        A funding application was originally made to MBIE to engage a project manager to lead future focused strategic development and planning on Stewart Island/Rakiura.

3        The application was for $835,000 estimated total cost over a four year term, which included a project facilitator and governance group, branding and a website, and future Stewart Island/Rakiura strategy development and implementation. This in effect averaged out at just under $210,000 per annum.

4        MBIE offered a one off allocation of $100,000 with a requirement for co-funding by Council of 10% ($10,000) and a revised scope.

5        At the 6 March 2019 Council meeting, Council accepted the recommendation of the Stewart Island/Rakiura Community Board and the Community and Policy Committee to accept the $100,000 provided that a revised scope be submitted and accepted by MBIE.

6        MBIE accepted the revised scope and in June 2019 a development phase funding agreement was signed for $100,000, with co-funding from Southland District Council of $10,000.

7        In July 2019, terms of reference and a process for engaging a consultant was agreed with MBIE. 

8        On 18 July 2019, Minister Shane Jones officially announced the funding for the project.

9        Southland District Council have engaged Sandra James (Connecting People Ltd) to deliver the outcomes as agreed with MBIE.

10      A community meeting was held on the island on the 11 September 2019 to launch the project. Several stakeholders (DOC, Great South, SDC, Stewart Island Promotions, Commerce South, Environment Southland and Predator Free Rakiura) presented on what they are doing on the island and what is planned in the future. The meeting, attended by over 70 residents gave an opportunity to ask questions, and give feedback.

11      The Future Leaders Development Program, facilitated by Commerce South, received 25 applications for the 16 available places.

The program is designed to build leadership capability on the island. Commerce South partnered with the Future Opportunities Stewart Island/Rakiura Project and customised the highly acclaimed leadership academy content.

Financial support was received from Community Trust South, Southland District Council and MBIE. This enabled the academy to be offered free of charge to the 16 participants on the island.

12      Following graduation, participants are invited to become a member of the Southland Leadership Academy Alumni, and will benefit from ongoing connections with the presenters, and other alumni. Commerce South will also provide additional learning opportunities to alumni to assist them in their journey of ongoing professional development.

13      A group has been formed to work with Sandra James to co-design the next steps of the Future Opportunities Stewart Island/Rakiura Project so that this can be community owned and driven with the support from a wide range of partnership organisations/agencies/groups in Invercargill and further afield. This will ensure that Stewart Islanders have the chance to work together to think and plan strategically for the future they want to see on the island.

14      The Stewart Island/Rakiura Community Board have been briefed on the suggested process for the development of the strategic plan. The community board is supportive of the process and is looking forward to participating, along with the wider community.

15      An interim report on progress is due on 7 February 2020 with the final Future Opportunities Plan submitted by 31 May 2020.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Stewart Island/Rakiura Future Opportunities Project Update” dated 26 November 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.

 

 


 

Background

16      The Stewart Island/Rakiura Community Planning Report, completed by Sandra James in March 2018 identified four key priorities for the island: Sustainable affordable electricity, Predator Free Rakiura and wharves and strategic leadership. These priorities were discussed with the community, community board, jetties subcommittee, Predator Free Rakiura representatives and were endorsed by Council. Currently:

·     a review is underway into SIESA and a sustainable long term provision of electricity

·     Bridget Carter has been appointed as the Predator Free Rakiura coordinator, based on the island

·     the Ulva Island and Golden Bay wharf redevelopments are in the planning stage

·     a Future Leaders Development Program is being facilitated by Commerce South.

17      An application was made to Ministry of Business, Innovation and Employment (MBIE) to engage a project manager to lead future focused strategic development and planning for Stewart Island/Rakiura. The application was for $835,000. This was to cover the four years of the project.

18      In December 2018, MBIE advised that the original application had been unsuccessful, for the total funding applied for, however has approved a one off allocation of $100,000 with a requirement of co-funding by Council of $10,000 to progress the original project scope.

19      The amount of funding being offered required Council to review the scope of work and resourcing required.

20      The Stewart Island/Rakiura Community Board recommended to the Community and Policy Committee at the community board meeting on 11 February 2019 to accept the $100,000 and progress a future focused strategic development and planning exercise by building on the work already done by Sandra James.

21      The Community and Policy Committee agreed at their meeting on 13 February 2019 to recommend to Council to accept the $100,000 and to work with MBIE on a revised scope for the project.

22      At the 6 March 2019 Council meeting, Council accepted the recommendation of the Stewart Island/Rakiura Community Board and the Community and Policy Committee to accept the $100,000 provided that a revised scope be submitted and accepted by MBIE.

23      MBIE accepted the revised scope and in June 2019 a development phase funding agreement was signed for $100,000, with co-funding from Southland District Council of $10,000.

24      During July 2019, terms of reference and a process for engaging a consultant was agreed with MBIE. 

25      On 18 July 2019, Minister Shane Jones officially announced the funding for the project.

26      Southland District Council have engaged Sandra James (Connecting People Ltd) to deliver the outcomes as agreed with MBIE.

27      A community meeting was held on the island on 11 September 2019 to launch the project. The meeting involved stakeholders (DOC, Great South, SDC, Stewart Island Promotions, Commerce South, Environment Southland and Predator Free Rakiura) giving an update on what  they are doing on the island and what is planned in the future.

28      The meeting was attended by over 70 residents and they had an opportunity to ask questions. It was noted that the community were supportive and positive about the project.

29      The Future Leaders Development Program, facilitated by Commerce South, received twenty five applications for the sixteen available places.

30      The program is designed to build leadership capability on the island. Commerce South partnered with the Future Opportunities Stewart Island/Rakiura project and customised the highly acclaimed leadership academy content.

31      Financial support was received from Community Trust South, Southland District Council and MBIE. This enabled the academy to be offered free of charge to the 16 participants on the island.

32      The Future Leaders Program has completed six of the seven sessions and very positive feedback has been received.

33      Following graduation, participants are invited to become a member of the Southland Leadership Academy Alumni, and will benefit from ongoing connections with the presenters, and other alumni. Commerce South will also provide additional learning opportunities to alumni to assist them in their journey of ongoing professional development.

34      Eleven of the 16 participants have indicated that they would like to work with Sandra James to co-design the next steps of the Future Opportunities Stewart Island/Rakiura Project so that this can be community owned and driven with the support from a wide range of partnership organisations/agencies/groups in Invercargill and further afield.

35      Sandra James has briefed the Stewart/Rakiura Community Board on the suggested process for the development of the strategic plan. The community board is supportive of the process and is looking forward to participating in the process along with the wider community.

36      The development of the Stewart Island/Rakiura Community Board Plan will be completed prior to the development and final version of the strategic plan. At this stage it appears they are complementary to each other. Both will play an important part in the future of the island.

37      An interim report to MBIE, on progress is due on 7 February 2020 with the final Future Opportunities Plan submitted by the 31 May 2020.

 

 

Attachments

a             Stewart Island Rakiura Future Opportunities Project Plan

b             Leadership Academy Stewart Island Proposal    

 


Community and Strategy Committee

03 December 2019

 

Stewart Island/Rakiura Future Opportunities Project

Working in partnership to plan for managed growth and a sutainable future

Project purpose

To faciliate future focused strategic development and planning for Stewart Island/Raikura, so that the Island, in partnership with local, regional and central government, iwi and other strategic partners, can proactively plan for managed growth and a sustainable future

Project Overview

In 2018 The Southland District Council and The Ministry of Business, Innovation and Employment (MBIE) joined forces to support a community consultation process to determine short, medium and long term visions that would identify opportunities for the sutainability and development of Stewart Island/Rakiura.This work builds on priorities identified through that process.  They are:-

1.    Community leadership, capacity and cohesion

2.    Environmental sustainability

3.    Economic development

Over arching across all of this work is strategic relationship building with external agencies and organisations to foster collaborative approaches to these priorities. 

Project Outcomes

The following outcomes will be sought:-

1.Development of a Stewart Island/Rakiura Opportunities Plan, that will detail what the Stewart Island/Rakiura community wants for its future – and work in partnership with local, regional and national government and other key organisations to meet those aspirations and intentions.

2. Establishment of collaborative workstreams that develop strategic and implementation plans to address the communities aspirations in regard to:-

·    Community leadership, capacity and cohesion – focusing on planning for the future of Stewart Island/Rakiura

·    Environmental sustainability – preserving the natural environment and landscapes now and for future generations

·    Economic development – working proactively to manage Stewart Island/Rakiura’s future so that growth is managed and sustainable

3. Strong, trusted  and productive strategic relationships within the Stewart Ialand/Rakiura community and with  local, regional and central government and organisations

4.Better awareness and communication of future focused planning on the Island and with and between key stakeholders

5.More people involved in future focused conversations and action on Stewart Island/Rakiura

6.Establishment of a future focused governance mechanism, based on the Island to lead this work post May 2020

 

Stakeholders

·    Stewart Island/Rakiura Community

·    Rakiura Maori Lands Trust

·    Ngai Tahu

·    Southland District Council

·    Environment Southland

·    Southland Chamber of Commerce

·    Community Trust South

·    Great South

·    MBIE

·    MPI

·    DOC

 

Link to local, regional and national strategies

·    Southland District Council Long Term Plan

·    Destination Marketing Strategy

·    Regional Marketing Plan

·    Regional Events Strategy

·    District Sustainability Review

·    Southland Regional Development Strategy

 

 

Key deliverables

Task

Timeline

Project Scope/Plan

-      Project Plan

-      Comms and Enagement Plan

Completed 31 July 2019

Meet with Stewart island/Rakura Community Board to socialise plan and get feedback, and ongoing reporting throughout the project at each Community Board meeting (in person if on Island, otherwise written report)

August, October, December 2019

Feb, April 2020

Meet with key stakeholders to socialise plan and get their support for being involved in the  planning process going forward

(Environment Southland, DOC, Rakiura Maori Land Trust, Ngai Tahu, MPI, MBIE, new Venture org)

August 2019

Review key stakeholder strategic plans and documents to establish planned and future priorities for Stewart Island/Rakiura

(Environment Southland, Southland District Council, DOC, Rakiura Maori Land Trust, Ngai Tahu, MPI, MBIE, New Venture org)

August 2019

Plan and organise Community public meeting to update on progress since last meeting and and introduce new planning process

September 2019

Establishment of 3 workstreams

-      Development of TOR

-      Membership

Plan and faciliate meetings every 2 months (Sept, November,  February, April). Provide secretariart support.

Lead planning process

October 2019

Interim report for MBIE

7th February 2019

Support Planning process, project development and implementation and develop and maintain strategic relationships

October 2019 – April 2020

Development of Plan

31st May 2020

Final Community meeting to present results, along with strategic partners – (April)

May 2020

 

 


Community and Strategy Committee

03 December 2019

 


 


 


 


 


 


Community and Strategy Committee

3 December 2019

 

Community Board Plan Project Update

Record No:             R/19/11/26319

Author:                      Kelly Tagg, Community Partnership Leader

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is to provide an update on the community board plan project process. 

Executive Summary

2        The community leadership team continues to work on the development and implementation of nine community board plans across Southland District.  These plans are reflective of Council’s new governance structure following the October local body elections.

3        The development of these plans involves community consultation through meetings, workshops, surveys and one-on-one interviews with key stakeholders in the community.

4        A series of eight externally facilitated workshops were held with the wider community in August/September in an effort to bring together people from the new community board areas to hear about the development of local community board plans and how they will be used in the future.

5        It is intended that the plans will be completed in early 2020 so as to provide guidance around the development of activity management plans and the Long Term Plan 2031.

Background

6        The community leadership team has been tasked with developing and implementing nine community board plans that reflect Council’s new representation arrangements across the District.

7        These plans will draw on the priorities and preferences of the community and will form the outcomes of the board plans that will help inform other key processes in Council such as activity management plans and the Long Term Plan with the new community board plans taking effect from 1 July 2021.

8        It is important to note that the Stewart Island/Rakiura Community Board Plan will be completed alongside the Rakiura Future Opportunities Project that is currently being undertaken on the island by Sandra James. 

9        The development and implementation of the new community board plans sits within the community leadership team who will have responsibility for drawing these plans together with the assistance of other Council staff and external consultants as and when required.

 

Broadly speaking the plans will include content such as;

·   an introduction by the relevant board chairperson

·   local maps of the community board area

·   snap shots of historical information about the area

·   demographic information

·   how the plan development and engagement was undertaken, who was involved, outcomes, objectives etc with an alignment to Council’s strategic framework

·   vision

·   key themes or outcomes to be delivered as part of the community board plan

·   an action plan for how the outcomes will be achieved including who Council will partner with to deliver the outcomes – it is important to note that not all actions will be up to Council to deliver.

Process

10      During late June/early July the community leadership team held four cluster meetings for the then current elected members (councillors, community board and CDA members) around the District (eastern, central, northern and western) where attendees were asked three questions;

·   what are the strengths of (or in) your community?

·   what are you concerned about?

·   what changes have you noticed?

11      Key themes around people, infrastructure, the environment, tourism, economic development and the voluntary sector emerged from these workshops.

12      Those in attendance at the elected member cluster meetings were also asked to identify key stakeholders in their respective communities that Council could also engage with as part of the information gathering aspect of this project.  Schools, service groups and local and regional businesses were common responses to this question. 

13      These groups, clubs and organisations were either invited to attend the community workshops in August and September or will be contacted as part of the current engagement that is taking place with the farming community and business owners.  

14      The community leadership team also held a workshop with Council’s youth councillor’s where a series of questions specifically aimed at youth were developed.  These questions related to issues such as climate change, the provision of mental health services and issues around diversity and inclusion in our communities and been included in a survey specifically aimed at youth.

15      A further community survey has also been developed and has been used on Council’s new “make it stick” engagement platform.

16      The community leadership team engaged Rebecca McElrea as an independent facilitator to run the eight community workshops that were held in August and September around the District.  

17      Sandra James is working with the Stewart Island/Rakiura community to develop their plan. 


 

18      The dates and locations of the community workshops were as follows;

26 August

Riversdale

27 August

Lumsden

2 September

Winton

3 September

Edendale

9 September

Otautau

10 September

Riverton

16 September

Tuatapere

17 September

Te Anau

19      Attendance numbers steadily increased over the duration of the workshops with positive feedback being received from attendees. 

20      The meetings followed a workshop format where attendees were asked to answer a series of questions relating to the community board area.  They were asked what the strengths and weaknesses were of the area as well as opportunities and challenges/barriers and how to achieve or overcome them.  They were then asked to develop a vision for the area and answer some questions about the whole of the District.  

21      Another feature of the workshop was participants being asked to prioritise the top three issues facing the District over the coming years.  The results from all the workshops combined were as follows;

 

22      Following the community workshops facilitated by Rebecca McElrea, the community leadership team received eight individual workshop summary reports which detailed information about the evening, a draft vision and outcomes for each community board area and the strengths, weaknesses and challenges of the area as discussed and prioritised during the workshops. 

23      Workshop participants that provided their email address have been sent a copy of the workshop summary document for the meeting they attended.

24      In addition, draft actions that reflect the draft outcomes have also been put together for further consideration by our community boards.

Next steps

25      Next steps for the community leadership team include holding workshops with the new community boards to discuss the survey results and draft vision, outcomes and actions for inclusion in the community board plans.

26      The community leadership team is also intending to do further engagement with the business and farming sectors to ensure input into the development of these plans has come from a wide cross-section of the population and reflect the cultural diversity of Southland District. 

27      It is important to note that not all actions will be up to Council or the community boards to achieve, these plans will include an element of community-led actions as well and it is intended that the board will have a relational role with the community in order to achieve these actions. 

28      It is intended that the workshops will take place over the next three months (early December, late January and early February) with the intention of having an agreed vision, outcomes and actions for each board by the end of March 2020. 

29      These visions, outcomes and actions will be used to inform the development of the activity management plans and Council’s Long Term Plan for 2021 – 2031.   

30      Council’s communications team will also provide support with regards to the design and layout of the plans. 

31      It is intended that by agreeing outcomes and actions that the boards will have a greater sense of purpose in the new triennium and more clarity about their role within the community. 

32      It is anticipated that the board’s will be able to present these plans back to their communities and start working together to achieve the outcomes and actions.

33      It is also important that the community board outcomes reflect Council’s proposed community outcomes for the 2021-2031 long term plan which are:

·   environment – kaitiakitanga for future generations

·   culture – inclusive, connected communities

·   economic – a diverse economy creating healthy and affordable lifestyles

·   social – empowered communities with the right tools to deliver the best outcomes.

34      These new community board plans will come into effect from 1 July 2021 and will be reviewed every three years in line with Council’s long term plan processes. The community board plan actions will be monitored and reported against as part of the community leadership report which is part of the community board meeting order paper and agenda for the new triennium.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Community Board Plan Project Update” dated 19 November 2019.

 

 

Attachments

There are no attachments for this report.  

 


Community and Strategy Committee

3 December 2019

 

Welcoming Communities

Record No:             R/19/11/26377

Author:                      Megan Seator, Community Liaison Officer

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Overview

1        Welcoming Communities is a programme led by Immigration New Zealand working in partnership with the Office of Ethnic Communities and the New Zealand Human Rights Commission.

2        It was developed in recognition that communities are healthier, happier and more productive when newcomers are welcomed, and participate fully in society and the local economy. Councils are seen as leaders to support their communities to advance inclusion. It is part of an international 'welcoming' movement. Similar initiatives operate in Australia, Canada, Europe and the United States.

3        The point of difference for this programme is that where previous settlement initiatives focused primarily on supporting newcomers, Welcoming Communities focuses on the receiving community to ensure they are well equipped and supported to welcome and interact with newcomers. 

4        During 2017 to 2019, ten councils across five regions were a part of a Welcoming Communities two-year pilot working with their communities to implement the Welcoming Communities programme. The Southland region was selected as one of these pilot areas. Please note that while the national pilot programme officially ends at the end of 2019, Southland still has funding for the pilot until June 2020 due to delays in Southland joining the pilot. 

5        Following the national success of the pilot programme, in October 2019 Immigration Minister Iain Lees-Galloway announced that the programme would become permanent.  Funding of $6.6 million has been allocated over the next four years to fund the expansion of Welcoming Communities throughout the country.

Regional delivery

6        Great South (previously Venture Southland) has been delivering the Welcoming Communities programme in Southland under the guidance of the Southland Welcoming Communities Advisory Group. The Advisory Group consists of representatives from Invercargill City Council, Southland District Council, Gore District Council, Environment Southland, and iwi.

7        One of the key achievements to date has been the development and launch of the Southland Murihiku Welcoming Plan (attached).

8        The Southland Murihiku Welcoming Plan aims to develop a sense of belonging for newcomers through a range of activities and projects that celebrate diversity, and encourage social, cultural and economic participation.

9        The plan outlines and prioritises the actions and regional projects that will be carried out to help Southland become accredited as a “Welcoming Community” according to the National Welcoming Communities Standard.

10      Early discussions with Immigration NZ have indicated that Southland region has already achieved the baseline level of accreditation and Great South is currently in the process of formalising this. There are multiple levels of accreditation which are harder to achieve as the levels increase.

11      This accreditation means that Southland region will be validated and recognised as a welcoming place, and councils can use this to attract newcomers to their communities.

Southland District Council initiatives

12      Southland District Council is in the process of undertaking its own welcoming initiatives which align with the Welcoming Communities programme.

13      An internal working group has been formed with representatives from the strategy and policy, people and capability, communications, and community leadership teams. This internal working group is in the process of developing a plan for moving forward.

14      The priority for the working group at this stage is focussing on “our people”. A set of key outcomes has been drafted which include (i) Southland District Council staff and elected members are aware of diversity, inclusion, and unconscious bias, (ii) they role model the concept of being welcoming both within Council and our communities, and (iii) that Southland District Council is known for having an organisational culture of being “welcoming”. The working group is currently exploring initiatives and ways that will enable these outcomes.

15      In the near future, it is our intention to begin looking outwards introducing Welcoming Communities across the District. We hope to further connect our communities with the Welcoming Communities programme and support them to deliver welcoming initiatives in their areas.

Next steps

16      To continue to represent Southland District Council on the Southland Murihiku Welcoming Communities Advisory Group as well as continue the work and development of the Southland District Council internal working group.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Welcoming Communities” dated 26 November 2019.

 

 

Attachments

a             Welcome Plan 2019    

 


Community and Strategy Committee

03 December 2019

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Community and Strategy Committee

3 December 2019

 

Customer Satisfaction Survey Report August - October 2019

Record No:             R/19/11/26844

Author:                      Jodi Findlay, Customer Contact Centre Manager

Approved by:         Trudie Hurst, Group Manager Customer Delivery

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To provide the Community and Strategy Committee with the results of the Customer Satisfaction Survey and Net Promoter Score (NSP) for August-October 2019.

Executive Summary

2        As part of the 2018-28 Long Term Plan, it was identified by staff that there was the opportunity to have an independent research company complete the Request for Service (RFS) customer satisfaction and NPS surveys.

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Customer Satisfaction Survey Report August - October 2019” dated 26 November 2019.

 

 


 

Analysis

Findings and opportunities

3        Over the course of the three months, we have achieved a positive NPS score of 51, this is up from a baseline score of 34 from the previous year.

4        Customers’ satisfaction with the first point of contact sits at 83% satisfaction for the three month period. This continues to remain at a high level and reflects the results staff see with internal quality assurance training in the contact centre.

5        With the data collected over the last 16 months, trends are coming to light.  For example, the NPS is lower in a month where there is a payment due for rates – this correlates to an increase in rate enquiry calls during this time period.  The same effect is noted at dog registration time.

6        Customer support will continue to monitor the feedback from the report and engage with activity managers to recognise excellence and improve where necessary.

 

Attachments

a             SDC Customer Satisfaction Survey Report August - October 2019    

 


Community and Strategy Committee

03 December 2019

 

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Community and Strategy Committee

3 December 2019

 

Chairperson's Report

Record No:             R/19/11/26921

Author:                      Alyson Hamilton, Committee Advisor

Approved by:         Rex Capil, Group Manager Community and Futures

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose of report

1        The purpose of the report is to provide an update to the Community and Strategy Committee on activities the chairperson has been involved since the establishment of the committee on 1 November 2019.

2        The report also provides the opportunity for the committee chairperson to present an overview of the issues she has been involved with.

3        Items of interest include the following:

·    attendance at the Waihopai Toetoe community board Inaugural meeting

·    attendance at Long Term Plan 2021/2031 launch event

·    attendance at community board (and councillors) induction workshop

·    attendance at Creative New Zealand community grants meeting

·    attendance at Great South regional events strategy workshop

·    attendance at the southland Murihiku destination management strategy launch

·    attendance at Southland Murihiku Destination Strategy Workshop

·    attendance at meeting of local promotion groups from around Southland District, with discussions including groups working together collaboratively on similar issues

·    attendance at rural and provincial sector meeting in Wellington

Some of the topics and presenters included:

Ø Drinking water quality - David Prentice, chair Interim Climate Change Committee

Ø Housing New Zealand Strategy - Andrew McKenzie

Ø Portfolio priorities - Waste Management - Hon Eugenie Sage

Ø Local Government Portfolio priorities - Hon Nanaia Mahuta

Ø Responsible camping/Tourism NZ summer camping - Rebecca Ingram, Tourism NZ and Michael Herder, policy advisor MBIE

·    attendance at Youth Futures Advisory Group meeting

·    attendance at Southland Regional Arts Strategy launch with the guest speaker being Cath Cardiff - senior manager, arts development services, Creative New Zealand

·    attendance at Mike King’s seminar - “I AM HOPE” in excess of 300 persons attended the seminar and well supported by emergency services personnel

·    attendance at the Hui-a-Iwi - Te Runanga o Ngai Tahu as a trustee of the Whakamana te Waituna Trust - the work programme for which includes the establishment of a mahinga kai pa at Waituna. The strategy for which was launched by Sir Tipene O’Regan with this years event being centered on Ka Tū Te Tītī – the return home

·    attendance at the Southland multi-cultural councils meet and greet.

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Chairperson's Report” dated 26 November 2019.

 

 

Attachments

There are no attachments for this report. 

 


Community and Strategy Committee

3 December 2019

 

Community Well-beings and Strategic Issues Overview

Record No:             R/19/11/25608

Author:                      Rex Capil, Group Manager Community and Futures

Approved by:         Steve Ruru, Chief Executive

 

  Decision                                        Recommendation                                  Information

 

 

 

Introduction

1        The Community and Strategy Committee was recently established as a committee of Council for the 2019-2022 triennium.

2        The Community and Strategy Committee terms of reference, amongst others, includes as its scope of activities the following

-     providing advice to Council on the approaches that it should take to promote the social, economic, environmental and cultural well-being of the District and its communities and in so doing contribute to the realisation of Council’s vision of one District offering endless opportunities

-     to provide leadership to District communities on strategic issues and opportunities that they face.

-     assessing and providing advice to Council on

o key strategic issues affecting the District and Council

o community development issues affecting the District and Council

o the service needs of the District’s communities and how these needs might best be met

o resource allocation and prioritisation processes and decisions.

3        As well as this, the Local Government Act 2002 (LGA) was recently amended to include the four well-beings (social, economic, environmental, cultural) as a purpose of local government.

4        The Local Government (Community Well-being) Amendment Act 2019 received the royal assent on 13 May 2019. This act replaced the LGA section 10(1)(b) to amend the purpose of local government to promote the social, economic, environmental, and cultural well-being of communities in the present and for the future.

5        As part of the communications regarding the restating the four well-beings back into the LGA Minister Nanaia Mahuta on 11 April 2018 stated - https://www.beehive.govt.nz/release/four-well-beings-core-local-government%E2%80%99s-role

“Re-inserting the four well-beings back into the LGA will acknowledge the valuable role local leadership has to promote the social, economic, environmental and cultural well-being of citizens and communities”

6        The Minister went on to state

“We face serious challenges such as the impact of population growth, climate change and ageing infrastructure. A broader focus in the way councils meet the challenge of setting priorities and planning for the future is required.

Reintroducing an emphasis on the four well-beings will engage councils and citizens on an intergenerational approach to improving quality of life outcomes in our towns and cities.”

 

Report Purpose

7        It is intended this community well-beings and strategic issues overview report will be prepared and presented to the Community and Strategy Committee as part of its standard order paper.

8        This report will inform the committee of recent developments, points of interest and points for consideration as part of the strategic context and community well-beings discussions that Council is part of – nationally, regionally and locally.

9        This report format and content reinforces the concept that Council is a participant in a much broader ecosystem, as was detailed during the initial induction process.

10      It also relates to the renewed focus on the four well-beings as a purpose of local government and supports the concept of small Council big community.

11      The report will also be used to inform the committee of ‘happenings’ in other areas that maybe of interest and relevance to the District. This will provide a wider strategic context on a national and regional scale to assist in Council’s understanding of issues and areas of impact occurring elsewhere.

12      Importantly the report aims to initiate discussion amongst councillors on important developments in the broader environment in which we work. In this way they can have regard to these issues when setting the direction for Council.

13      The format and content of the report will be divided into five headings – reflecting the four well-beings plus other regional happenings. The topics covered under each of the headings will be summarised, the associated link from where the information is sourced will be provided and any supporting information will be provided as an attachment to the report.

 

Living Standards Framework and the Four Well-beings

14      The New Zealand Treasury has developed the Living Standards Framework (LSF) to consider the collective impact of policies on intergenerational wellbeing. It also links to the United Nations sustainable development goals.

https://treasury.govt.nz/sites/default/files/2018-02/tp-approach-to-lsf.pdf

15      The LSF aligns to the four well-beings approach identified as a purpose of local government.

 

Social Well-being

16      For the purpose of this report we can align social well-being to human capital. This links to how people and communities engage in work, study and social activities.

17      The following is a summary of a selection of recent articles and publications relating to the social well-being topic.

New jobs, old jobs: The evolution of work in New Zealand’s cities and towns

18      The Productivity Commission recently released the above titled report. Link below and full report attached as attachment A. https://www.productivity.govt.nz/assets/Documents/bcea812a17/New-jobs-old-jobs-Working-paper.pdf

19      The report shows how New Zealanders have experienced significant changes in the jobs they do and the places they live and work. These changes reflect shifts in the industries in which people work. Between 1976 and 2013 employment in manufacturing declined from 25% to 10% of the workforce. There was, in contrast, significant expansion in employment in professional services, health and education, accommodation and hospitality, and financial services.

20      This expansion of employment in services encouraged a reallocation of jobs away from smaller centres to Auckland and to a lesser extent to Wellington and Christchurch. The report shows that between 1976 and 2013 employment in New Zealand’s 30 largest cities and towns increased by 48%, or an average of 1.1% per year. This figure masks considerable variation, with nine urban areas having employment growth of 65% over the period.

21      The economies of most cities and towns have also become less reliant on specialist industries and have become more like each other. As migration between areas is easier when all areas have similar jobs, the reducing importance of city specific industries may have been a catalyst for the shift of jobs from slow growing areas to climate favoured fast growing areas.

Point to note:

22      Of particular interest for Southland District Council is to remain abreast of what can be done to assist Southlanders adjust to changes in work and employment and continue to purchase services from Great South to support Southlanders in the rural workforce and related industries.

NZIST co-design working groups announced

23      The reform of vocational education and training proceeds with the Minister of Education, Chris Hipkins, introducing the Education (Vocational Education and Training Reform) Amendment Bill to Parliament on 26 August 2019.

24      The establishment phase of the NZ Institute of Skills and Technology (NZIST) has also recently been progressed with seven working groups having been created to co-design elements of the NZIST. This was announced on 1 October as detailed in the link http://www.scoop.co.nz/stories/ED1910/S00003/nzist-co-design-working-groups-announced.htm

25      The working groups form the Mobilising the New World workstream, one of 10 workstreams tasked by Minister Hipkins to the Institute of Skills and Training (IST) Establishment Board to have the new NZIST operational by 1 April 2020.

26      The chairs of the working groups represent a range of sector and external stakeholders from across the country and include:

 

 

Student Journey Map – Debbie Preston, Wintec

Employer and Community Engagement – Linda Stewart, Central Economic Development Agency (CEDA)

Education Products and Services – Phil Ker, Otago Polytechnic

Work-based Learning Development – Fiona Kingsford, Competenz

New Academic Structure for IST – Chris Collins, EIT

Online Arrangements – Phil Ker, Otago Polytechnic

International Education, Michelle Jordan, Venture Taranaki

Point to note

27      Of particular interest for the Southland District Council is to understand what evolves for the region and its impact with the establishment of the NZIST (and replacement of the Southern Institute of Technology) to support vocational training opportunities and industry training opportunities related to the rural Southland demand and specific regional and district industry requirements.

New education to employment brokerage service

28      On 23 October 2019 the Minister for Education (MOE) announced $6m in funding for new education-to-employment brokerage services.

http://www.education.govt.nz/news/a-further-three-initiatives-announced-to-fix-skills-gap/ and

https://psnews.co.nz/ps-news/2019/10/30/demand-for-tradies-is-building/

https://www.tvnz.co.nz/one-news/new-zealand/shortage-skilled-hospitality-workers-demand-within-industry-grows

29      The aim of these new brokerage services is to raise the profile of vocational education and training and strengthen the pipeline of students coming into the system.

30      The initiative will fund up to 20 new brokerage positions for two years, beginning in early 2020. These new brokers will build strong local relationships and liaise between schools and employers in their local community to highlight local trades and vocational opportunities for students, helping to build stronger connections between these groups.

31      This will raise young people’s awareness of trades and other career pathways in their local community. There will be support for students to transition into higher education, training and employment in their local labour market.

32      The programme is designed to primarily complement and enhance existing connections that schools have with business and grow them to a new level. The various connections and frequency are tailored to each school’s requirements with individual plans prepared and committed to annually for each secondary school.

33      Collaborative and co-ordinated relationships with employers, training providers and industry are key. The service will be available to all secondary school students, to encourage them to consider vocational education as a pathway into employment.

34      The brokers will be distributed throughout New Zealand, considering the populations of each region, government priorities (eg surge regions) and existing related initiatives in each region that could be built on.

35      The Ministry of Social Development (MSD) is scoping the education-to-employment brokerage landscape. MSD recognises that there may be several existing education-to-employment brokerage-type services already being delivered around New Zealand. For example, Aoraki Development, the Economic Development Agency (EDA) for the Timaru district, is already delivering a successful education-to-employment brokerage service.

Point to note

36      Of particular interest for Southland District Council is to remain abreast of what can be done to assist Southland employers, training providers and students to succeed in developing collaborative and co-ordinated relationships and understand how the youth futures programme delivered by Great South will continue to support Southlanders in the rural workforce and related industries.

Career initiative for Pacific people launches in the south

37      Tupu Aotearoa is a new initiative by the Ministry for Pacific People that has recently expanded and launched in Southland and Otago

https://www.stuff.co.nz/southland-times/117016512/career-initiative-for-pacific-people-launches-in-the-south

38      It is primarily looking to assist Pacific people looking for work or training by providing extra guidance and support.

Point to note

39      Of particular interest for Southland District Council is to understand how this links with other programmes to assist Southland employers, training providers, students to continue to support opportunities for the rural workforce and related industries

Health and Disability System Review: Interim report

40      The Health and Disability System Review is charged with taking a system-wide approach to what needs to change to ensure our future system achieves better and more equitable health and well-being outcomes for all New Zealanders.

41      The interim report highlights that overall our system is good, with outcomes and spending in line with OECD countries, and a dedicated staff who work hard to provide best care for patients. However, the system is under pressure and despite progress, outcomes are not equitable across populations and life course, particularly for Maori, Pacific peoples, disabled people, and people experiencing poverty. Rural New Zealanders also look for sustainable and equitable access to health and disability services.

42      The interim report is attached as Attachment B.

Point to note

43      Council should remain an interested party to this review and link with its communities and the health sector as further options are developed leading up to the next report which is scheduled to be finalised in March 2020.

 

Economic Well-being

44      For the purpose of this report we can align economic wellbeing to financial and physical capital. This links to financial and human made physical assets impacting on how people live, deliver services and align as a society.

45      The following is a summary of a selection of recent articles and publications relating to economic well-being.

Fonterra raises alarm over factory closures if rules don’t change

46      Dairy giant Fonterra fears possible plant closures if the current rules covering the dairy industry are not changed.

https://www.stuff.co.nz/business/farming/116880363/fonterra-raises-alarm-over-factory-closures-if-rules-dont-change

47      Chief executive Miles Hurrell said there was now significant competition in the sector, with 10 companies operating 15 factories across the country. All are fully or partly-owned by foreign interests.

48      "This now risks over capacity which could lead to plant closures," he told the Primary Production Select Committee in Wellington, which is hearing submissions on the Dairy Industry Restructuring Act (DIRA).

Can Southland’s economy cope if the smelter doors are shut

49      Recently Rio Tinto announced on the Australia Stock Exchange that it will conduct a strategic review of its interest in New Zealand's Aluminium Smelter to determine the operation's ongoing viability.

https://www.stuff.co.nz/southland-times/116881103/can-southlands-economy-cope-if-the-smelter-doors-are-shut

50      It says under the current market conditions and with high energy costs, "we expect to the short to medium outlook for the aluminium industry to be challenging and this asset to continue to be unprofitable".

51      It plans to talk with the New Zealand Government and energy providers to explore options.

Should we still eat meat and dairy?

In 2030, our protein will come from a lab – and we’ll all be better off for it

52      Globally there continues to be significant discussion and research and development regarding lab grown meat and hyper efficient food production systems in the future.

https://www.noted.co.nz/health/health-health/meat-and-dairy-should-we-still-eat-it?utm_source=Sailthru&utm_medium=email&utm_campaign=LISTENER_newsletter_12-09-2019&utm_content=Final&utm_term=list_nzlistener_newsletter

https://singularityhub.com/2019/10/25/in-2030-our-protein-will-come-from-a-lab-and-well-all-be-better-off-for-it/

53      Through the convergence of biotechnology and AgTech, it is suggested globally we will witness the birth of a different and environmentally sustainable food system.

54      While traditional agriculture has experienced shifts and industrialisation, the approach to growing food has generally remained similar over a long period of time. There is considerable discussion and commentary relating to the upcoming technological revolutions that will impact on our food production system.

55      New Zealand’s profile is globally highly unusual, in that its biological emissions from agriculture make up nearly half of all our emissions – that’s including livestock methane, nitrogen fertilisers and the nitrous oxide generated by stock’s liquid and solid emissions breaking down in the soil.

56      In economic terms, the only comparable earner to meat and dairy is tourism with, unfortunately, air travel being another front-line culprit for climate change. The farm sector’s hopes of surviving the Emissions Trading Scheme system and the IPCC’s road map in competitive shape are pinned on our existing status as a world-leading sustainable food producer. Even the Guardian, a newspaper notoriously hard-line about climate change, recently instructed its readers to buy New Zealand lamb, ahead of British, because even counting food miles, it remains the world’s most sustainably produced.

57      Agri-business and farm sector representatives have recently being laying out their rationale to the Zero Carbon Bill hearings at Parliament.

Digital platforms will transform ag

58      While the development of the agritech sector receives a lot of attention there is also recent commentary about how a big change to agriculture will occur when platform economy businesses enter the industry.

https://www.stuff.co.nz/business/farming/opinion/116738828/agritech-business-platforms-are-just-around-the-corner

59      These platform business models will disrupt the traditional approach. They are asset light and don’t need or want to own physical assets so they and many such providers do not necessarily want to own farms or the processing factories but simply be the matchmaker between farmers and buyers.

Point to note

60      Based on the above examples, Council should keep a watching brief on industry related matters impacting on the Southland economy. It should build on and further develop its industry stakeholder relationships to continue to develop its understanding of the global, national and regional issues affecting the Southland economy.

 

Environmental Well-being

61      For the purpose of this report we can align environmental wellbeing to natural capital. This links to how the natural environment impacts on how communities align resources and support resource allocation and usage required to live a sustainable life.

62      The following is a summary of a selection of recent articles and publications relating to environmental well-being.

NZ’s dark sky sanctuaries sights worth travelling for

NZ bid to become the first dark sky nation

63      Stewart Island Rakiura has recently received dark sky sanctuary status. The International Dark Sky Association runs the IDA dark sky places conservation programme, with different designations recognising urban dark sky efforts: Dark sky communities, parks, reserves and sanctuaries – the highest honour possible. Stewart Island Rakiura is just one of 10 places in the world to have achieved this.

https://www.stuff.co.nz/environment/116554864/nzs-dark-sky-sanctuaries-sights-worth-travelling-for

https://www.odt.co.nz/news/national/nz-bid-become-first-dark-sky-nation

Point to note

64      Council to continue to work with the community and other stakeholders to support the opportunity for Stewart Island Rakiura to capitalise on its dark sky status

Costs rise for crumbling coastlines as council makes it clear: homeowners are on their own

65      Potential concerns remain at the forefront of discussions and decisions relating to coastal erosion and impacts on settlements and communities. This link highlights some issues being considered in other areas

https://www.stuff.co.nz/environment/climate-news/112267497/costs-rise-for-crumbling-coastlines-as-council-makes-it-clear-homeowners-are-on-their-own

Point to note

66      Council continue to advocate for an aligned policy framework across national, regional, District planning and natural hazards management.

 

Cultural Well-being

67      For the purpose of this report we can align cultural well-being to social capital. This links to how people live and work together and includes cultural and community identity, traditions and customs and common values and interests.

68      The following is a summary of a selection of recent articles and publications relating to cultural well-being.

What wellbeing might look like

Diversity brings a richness of culture to communities

69      Cultural diversity and inclusive communities remain important for the future of Southland District communities. This is highlighted in the following articles

https://www.stuff.co.nz/southland-times/opinion/114163512/what-wellbeing-might-look-like

https://www.stuff.co.nz/southland-times/news/117050953/diversity-brings-a-richness-of-culture-to-communities

70      The articles highlight the importance that a community led development approach plays in place based development. There are many examples of community based organisations and national and regional agencies that partner at the local community level to support the cultural wellbeing of a community.

Point to note

71      Council continue to advance the community led development approach and build on place at the centre of community development with Council being one of a number of players in supporting communities – small Council big community.

 

Other Area Happenings

72      This section aims to provide information recently highlighted relating to an area/region elsewhere in New Zealand.

73      The area/region randomly identified in this report is Hamilton. Two articles have identified and highlighted some interesting developments occurring in Hamilton at a time of significant growth and pressures in other neighbouring regions which in turn has a ripple effect on Hamilton and surrounding areas.

74      These regional development examples and associated growing pains illustrate how regional development is not mutually exclusive to a specific sector but has ripple effects on other areas related to and associated with the four well-beings – social, economic, environmental and cultural.

https://www.stuff.co.nz/waikato-times/news/116670999/hamilton-and-surrounding-areas-ready-to-go-pop-with-infrastructure-development

https://itbrief.co.nz/story/hamilton-turns-on-the-charm-to-lure-auckland-tech-firms-further-south

 

 

Recommendation

That the Community and Strategy Committee:

a)            Receives the report titled “Community Well-beings and Strategic Issues Overview” dated 19 November 2019.

 

 

Attachments

a             New-jobs-old-jobs-Working-paper - Productivity Commission

b             Health and Disability System Review - Interim Report-Executive-Overview-final    

 


Community and Strategy Committee

03 December 2019

 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


 


Community and Strategy Committee

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Community and Strategy Committee

03 December 2019

 

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.

C9.1   Great South - progress update and upcoming process

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

Great South - progress update and upcoming process

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.