Notice is hereby given that an Extraordinary Meeting of the Oraka Aparima Community Board will be held on:




Meeting Room:



Wednesday, 21 October 2020


Colac Bay Hall
14 Manuka Street, Colac Bay


Extraordinary Oraka Aparima Community Board Agenda







Graeme Stuart


Deputy Chairperson

Sharon Ayto



Julie Guise



Annette Horrell



Neil Linscott



Robin McCall



Councillor Karyn Owen





Community Liaison Officer

Kathryn Cowie

Committee Advisor

Alyson Hamilton

Community Partnership Leader

Simon Moran



Contact Telephone: 0800 732 732

Postal Address: PO Box 903, Invercargill 9840




Full agendas are available on Council’s Website



Terms of Reference – Community Boards



Community board



Each community board will have a relationship with the committees in section 8.4.2 to 8.4.5 of the delegations manual based on the scope of the activities/functions delegated to each committee.


As noted in section 8.5 of the delegations manual various subcommittees will report to specific community boards.


Resolution made by Council through the representation arrangements as per the Local Electoral Act 2001.

Role, status and membership as per subpart 2 of Part 4 of the Local Government Act 2002 (LGA).

Treaty of Waitangi as per section 4, Part 1 of the LGA.

Opportunities for Maori to contribute to decision-making processes as per section 14 of Part 2 of the LGA. Community boards delegated powers by Council as per schedule 7, clause 32, LGA.

Appointment of councillors to community boards as per section 50, LGA.


Oreti and Waihopai Toetoe Community Boards have seven members elected by the local authority triennial elections plus a member appointed by Council.  All other community boards have six members plus a member appointed by Council. 

The chairperson is elected by the community board.  Councillors who are not appointed to community boards can only remain for the public section of the community board meeting. They cannot stay for the public excluded section unless the community board agrees.


Every second month but up to ten ordinary meetings a year


Not less than four members


           to promote the social, economic, environmental and cultural well-being of local communities and in so-doing contribute to the realisation of Council’s vision of one District offering endless opportunities

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

           to be advocates and representatives for their local community and in so doing ensure that Council and other agencies have a clear understanding of local needs and aspirations

           to be decision-makers on issues that are delegated to the board by Southland District Council

           to develop relationships and communicate with key community organisations, special interest groups, residents and businesses within the community

           to maintain an overview of the services Council delivers to its communities and assess the extent to which these services meet community needs

           to recommend the setting of levels of service and budgets for local activities.


The community board shall have the following delegated powers and be accountable to Council for the exercising of these powers.[1] 

In exercising the delegated powers, the community board will operate within:

1)        policies, plans, standards or guidelines that have been established and approved by Council

2)        the needs of the local communities; and

3)      the approved budgets for the activity.

Power to Act

The community board will prepare and implement programmes of work, which will be reflected in its community board plan, which are relevant to the purposes of the community board that are consistent with the long term plan and annual plan processes of Council.  Such programmes are to include budgetary provision for all costs associated with the work.

Community Well-Being

4)        to develop local community outcomes that reflect the desired goals for their community/place

5)        to monitor the overall well-being of local communities and use the information gathered to inform development of local strategies to address areas of need

6)        work with Council and the community to develop a community board plan for the community of interest area – working in with any community plans that may exist.

Community Leadership

7)        communicate and develop a relationship with community organisations, local groups, and special interest groups within the local community of interest

8)        identify key issues that will affect their community of interest’s future and work with Council staff and other local representatives to facilitate multi-agency collaborative opportunities

9)        promote a shared vision for the community of interest area and develop and promote ways to work with others to achieve positive outcomes

10)    provide a local community perspective on Council’s long term plan key performance indicators and levels of service as detailed in the long term plan, and on local expenditure, rating impacts and priorities.



11)    submissions

a)             authority to make recommendations to Council on matters to be considered in submissions Council may make to external organisations’ regional or national policy documents, select committees

b)             authority to make submissions to Council or other agency on issues within its community of interest area

c)             authority to make submissions to Council on bylaws and recommend to Council the level of bylaw service and enforcement to be provided, having regard to the need to maintain consistency across the District for all Council bylaws.

12)    authority to prepare a submission to Council on the proposed levels of service, income and expenditure within the community of interest area, for consideration as part of the long term plan/annual plan process

13)    provide comment by way of the formal Annual Plan/Long Term Plan process on relative priorities for the delivery of District services and levels of service within the community board area.

District activities include: 

a)             wastewater

b)             solid waste

c)             water supply

d)             parks and reserves

e)             roading

f)              libraries

g)             cemeteries

h)             emergency management

i)               stormwater

j)               public toilets

k)             community housing 

14)    Council will set the levels of service for District activities – if a community board seek a higher level of service they will need to recommend that to Council and it will need to be funded in an appropriate way (locally).

Community Assistance

15)    authority to establish prioritisation for allocation based on an overarching set of criteria from council to guide the scope of the activity

16)    authority to grant the allocated funds from the Community Partnership Fund

17)    authority to allocate bequests or grants generated locally consistent with the terms of the bequest or grant fund

Northern Community Board

18)    make decisions regarding funding applications to the Northern Southland Development Fund.  The Northern Community Board may invite a representative of the community of Dipton to take part in the decisions on applications to the Northern Southland Development Fund.

Unbudgeted Expenditure

Approve unbudgeted operating expenditure for local activities of up to $20,000.

Approve up to a $20,000 increase in the projected cost of a budgeted capital works project/item that is included in the annual plan/LTP.

Authority to delegate to the chief executive, when approving a project definition/business case, over-expenditure of up to $10,000 for capital expenditure against the budget detailed in the Annual Plan/LTP.

Service Delivery

Local Activities

For activities within the local activities category, the community board shall have authority to:

a)        recommend to Council levels of service for local activities having regard to Council budgets within the Long Term Plan and Annual Plan process

b)        recommend to Council the rates and/or user charges and fees to fund the local activities

c)        accept donations of a local asset eg a gas barbeque, park bench, etc with a value of less than $20,000.

d)        approve project definitions/business cases for approved budgeted capital expenditure up to $300,000

e)        recommend to the Services and Assets Committee the approval of project definitions/business case and procurement plant for capital expenditure over $300,000 and/or any unbudgeted capital expenditure

f)         monitor the performance and delivery of the service in meeting the expected levels of service

g)        facilitate the development of local management plans (for subsequent recommendation to Council), where required by statute or in support of District or other plans for reserves, harbours, and other community facilities, except where powers:

·                have been delegated to Council officers; or

·                would have significance beyond the community board’s area or otherwise involves a matter of national importance (Section 6 Resource Management Act 1991); or

·                involve the alienation of any part of a proposed or existing esplanade reserve by way of width reduction, easement, lease or otherwise. 

Local activities include:

i)           community leadership

ii)         local halls and community centres (within Council’s overarching policy for community facilities)

iii)       wharves and harbour facilities

iv)       local parks and reserves

v)         parking limits and footpaths

vi)       Te Anau/Manapouri Airport (Fiordland Community Board)

vii)     Stewart Island Electricity Supply Authority (SIESA) (Stewart Island/Rakiura Community Board)

(i)            for the above two local activities only

(ii)          recommend levels of service and annual budget to the Services and Assets Committee

(iii)        monitor the performance and delivery of the service

19)    naming reserves, structures and commemorative places

a)             authority to decide upon requests from the community, regarding names of reserves, the placement of structures and commemorative places.

20)    naming roads

a)             authority to decide on the naming for public roads, private roads and rights of way

21)    assist the chief executive by providing comment (through the board chairperson) to consider and determine temporary road closures applications where there are objections to the proposed road closure. 

Rentals and Leases

In relation to all leases and licences of land and buildings for local activities within their own area, on behalf of Council;

a)    accept the highest tenders for rentals more than $10,000

b)    approve the preferential allocation of leases and licenses where the rental is $10,000 or more per annum. 

Environmental management and spatial planning

22)    provide comment on behalf of the relevant community/communities on resource consent applications referred to the community board for comment. 

23)    recommend to Council the level of bylaw service and enforcement to be provided within the community, having regard to the need to maintain consistency across the District.

24)    provide advice to Council and its committees on any matter of interest or concern to the community board in relation to the sale of alcohol where statutory ability exists to seek such feedback.

25)    provide input into regulatory activities not otherwise specified above where the process allows.

26)    recommend to Council the initiating of an appeal or reference to the environment court on decisions in respect to resource consent applications on which the board has made submissions; ability to provide input to support the development of community planning for a civil defence emergency; and after an emergency  event, to provide input and information to support community response efforts.


No financial or decision making delegations other than those specifically delegated by Council.

The community board shall only expend funding on purposes for which that funding was originally raised and in accordance with the budgets approved by Council through its Long Term Plan/Annual Plan. In accordance with the provisions of section 39(2) of Schedule 7 the board may not incur expenditure in excess of the approved budget.

Matters which are not Delegated

Southland District Council has not delegated to community boards the power to:

·          make a rate or bylaw

·          acquire, hold or dispose of property

·          direct, appoint, suspend or remove staff

·          engage or enter into contracts and agreements and financial commitments

·          institute an action for recovery of any amount

·          issue and police building consents, notices, authorisations and requirements under acts, statutes, regulations, bylaws and the like;

·          institute legal proceedings other than the delegation to recommend to Council the initiating of an appeal or reference to the environment court on decisions in respect to resource consent applications on which the community board has made submissions.


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

Board members, including the chairperson, 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 assigned Executive Leadership Team member will manage the formal communications between the board and its constituents and for the board 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 boards are unincorporated statutory bodies which are elected to represent the communities they serve. 

The boards maintain bound minute books of their own meetings.


Extraordinary Oraka Aparima Community Board

21 October 2020



ITEM                                                                                                                                                                                  PAGE


1             Apologies                                                                                                                                                             11

2             Leave of absence                                                                                                                                              11

3             Conflict of Interest                                                                                                                                          11

4             Public Forum                                                                                                                                                      11

5             Extraordinary/Urgent Items                                                                                                                     11


6.1         Long Term Plan 2031 - Direction Setting Report                                                                          21


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


Community Board 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 12noon at least one clear day before the meeting. Further information is available on or phoning 0800 732 732.


5                    Extraordinary/Urgent Items

To consider, and if thought fit, to pass a resolution to permit the Community Board 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.

Extraordinary Oraka Aparima Community Board

21 October 2020


 Long Term Plan 2031 - Direction Setting Report

Record No:             R/20/10/61883

Author:                      Jason Domigan, Corporate Performance Lead

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                 Information





1        For the community board to allocate local budgets for 2021-2031 and to recommend to Council local rates for the year commencing 1 July 2021.

Executive Summary

2        This report provides an overview of the local activities and services for Oraka Aparima for 2021-2031 which are provided under the governance of the Oraka Aparima Community Board.  The report details the estimated costs of these activities over the 10 years as well as the draft rates.

3        The draft budgets will be incorporated into Council’s draft Long Term Plan 2031 (LTP) which will be released for consultation in March 2021.  Once the plan is finalised (and subject to any changes resulting from submissions), the budgets shown for 2021/2022 will be used to set rates for the year beginning 1 July 2021 (referred to as LTP year one).

4        The information in this report and its attachments, has been sourced from previous discussions between the committee, the community partnership leader, services and assets, and finance staff along with activity management plans (AMPs) that officers have prepared.  The AMPs contain more detail about the activities and expenditure requirements.




That the Oraka Aparima Community Board:

a)            Receives the report titled “Long Term Plan 2031 - Direction Setting Report” dated 20 October 2020.


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)           Recommends to Council that the following rates and charges (including GST) for the year commencing 1 July 2021 be included in the 2021-2031 Long Term Plan.



Rate GST inclusive

Oraka Aparima CB rate


Riverton pool rate


Colac Bay hall rate


Thornbury hall rate



e)            Recommends to Council the setting of the following Colac Bay and Thornbury hall fees and charges (including GST) for the year commencing 1 July 2020 for inclusion in Council’s Draft 2020/2021 Annual Plan (subject to any amendments made at the this meeting).


Colac Bay Hall fees and charges description


(GST Incl)







Bowls (per night)


Bowls (afternoon & night)


Hall (per hour)


Hire - Chairs (Each)


Hire - Tables (Each)


Bond (no GST)



Thornbury Hall fees and charges description


(GST Incl)







Main Hall (per hour)


Meeting Room (per hour)


Sports Bodies (per hour)


Hire – Chairs (each)


Hire – Tables (each)


Hire - Cups (per dozen)


Hire – Teapots (each)


Bond (no GST)




f)             Identifies any significant issues/priority projects for the local area that need to be included in the Long Term Plan 2021-2031 consultation process to encourage feedback from the local community (to be discussed at the meeting, and advised if any).




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

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

7        Following Council approval, the LTP consultation document will be released to the public in March 2021 and the community has an opportunity to provide feedback on the proposed plan.  Council will decide on any changes to the draft plan before it is adopted in June 2021.

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

Overview of the process

9        The separate paper on the committee agenda outlines key policies that are being reviewed by Council. The following policies being reviewed help support and inform the LTP:

·    Significance and Engagement Policy

·    Policy on Development and Financial Contributions

·    Revenue and Financing Policy.

10      Council’s Procurement Policy is also being reviewed alongside these policies and all of them are going out for public consultation in November 2020.



District wide

11      There are a number of District-wide issues which Council has been considering as part of the 2021 LTP that local committees should also be aware of.  The key issues that have been identified through this process are detailed below.

Climate Change

12      Climate change has the most potential to affect the general wellbeing of the District, particularly over the medium and long term. Short term effects include storm, flood and drought impacts on the economy and in some cases, human safety. Longer term, there will be effects to biosecurity, ecosystems and biodiversity, viability of certain agricultural crops, fire risk and coastal erosion.

13      Key points for the Southland region include:

·    sea level rise progressively impacting low lying coastal areas, affecting ecology and settlements; it is known that areas of Colac Bay, Orepuki, Fortrose and Stewart Island/Rakiura are subject to coastal processes that are causing erosion resulting in loss of land and Council roading infrastructure

·    water availability in some areas becoming scarce; Northern Southland is projected to experience the largest increases in drought

·    extreme weather events are larger and more frequent; floods are expected to become larger across the District

·    stormwater and wastewater systems are particularly vulnerable to climate change and small changes in rainfall extremes (intensity or duration), can overwhelm the current design capacity of these systems

·    changes and associated impacts, such as risk based insurance will influence investment in built development (ie coastal and flood plain development) and types of farming

·    the occurrence of heat waves will double by 2040.

Roading network – bridges and rehabilitations

14      The average age of roads is increasing.  This increase will continue as more value is extracted from roads beyond their original intended value-exchange, especially low use roads that are pushed further out before renewal is justified.  It is critical to ensure that roading assets are not pushed beyond the efficiency threshold, which would mean maintaining the asset is more expensive than renewing it.

15      The remaining lifespan of a number of wooden bridges in the District is reducing to the extent that renewal or significant structural upgrading is needed soon.  As indicated above, the strategy for managing the risk posed by sub-standard bridges is to impose weight and or speed restrictions so they are not subjected to unsustainable loads.  A risk still remains from road users ignoring the restriction signs and driving overweight vehicles over the bridge which could cause catastrophic failure.



Community wellbeings

16      In May 2019 the Labour-led government reinstated the four well-beings into the Local Government Act. One of the act’s main objectives is to restore the purpose of local government to be “to promote the social, economic, environmental, and cultural well-being of communities”.

17      Southland District Council anticipated the reinstatement of this section of the act. It is consistent with our approach of supporting communities to nurture the development, health and resilience of their own places through a process of community-led development.


18      The Covid-19 pandemic has placed significant pressures and restrictions on all New Zealanders and has changed the lives of many individuals, whanau and communities in New Zealand. The initial phase saw New Zealand placing a particular focus on the health aspects and the second phase has seen a greater focus on the economic and social impacts of the pandemic on community and business recovery.

19      It has also been recognised that the recovery phase will require a different focus and approach to the response phase. Adding to the complexities of recovery is that there is still significant uncertainty as to how the pandemic will play out and the variances of the effects globally, nationally, regionally and locally. There is also the variance of the effects on different sectors of the economy and community.

20      What is important to recognise is that no one organisation is responsible for the recovery required to deal with the economic and social impacts as a result of Covid-19. Local authorities are however, well positioned to play a community leadership and co-ordination role given the responsibility that they have to represent and advocate for their communities.

Revenue and Financing Policy

21      The draft Revenue and Financing Policy sets out the ways Council intends to pay for the operating and capital expenditure of each activity that Council provides and why. The policy provides the framework for how Council will fund its activities and how it will set rates as part of the Long Term Plan 2031 (LTP).

22      The review of the draft policy and associated rating review is being carried out ahead of the LTP in order to provide an early opportunity for community input and, to allow Council to model the impact on rates as part of the budgeting process before the LTP consultation document is prepared. Any changes however won’t come into effect until 1 July 2021.

23      The large proportion of changes stem from the process to review Council’s approach to rating, originating from the change to Council’s community board representation arrangements resulting from the 2018 representation review. As such the changes largely relate to rating approaches for selected activities for which community boards have responsibility for and reflect the discussions held by Council staff with community boards over the previous months.

24      These changes propose that one community board rate be set for Oraka Aparima set on a fixed amount per rating unit with a differential for those in the urban (1.0), semi urban (0.5) or rural (0.25) areas to reflect the varying benefit received.  Additionally it is proposed to remove the current ward rate (based on land value) and incorporate the costs previously collected by the ward into the new community board rate.  It is also proposed to move local representation, cemetery and litter bin funding from the local rate to a District general rate and changing the basis for stormwater funding from a local targeted rate to a District targeted rate set on a fixed amount per rating unit for those in serviced (1.0) and unserviced (0.25) areas to reflect the varying benefit received. These changes have been discussed with community boards over the past few months and is part of the suite of policies being consulted on in November. 

25      This report has been prepared on the basis of the proposed rating changes.  It is important to note that these are still subject to the consultation process and Council confirming its decision following this consultation.  As such the final community board rate may be different to that proposed. 

26      A series of rating boundary maps have also been prepared to identify the areas for the proposed new local targeted community board rate and also the proposed new District-wide targeted stormwater rate (Attachment E). The maps show the definition of the rating differential categories within these rates (urban/semi-urban/rural for community boards rates and serviced/unserviced for stormwater). The boundaries and differential have been developed after taking into account the relevant services provided and the nature and scale of the community/infrastructure as well as feedback from community boards. For Oraka Aparima the township of Riverton/Aparima has been defined as urban and serviced for stormwater and the townships of Colac Bay and Thornbury have been defined as semi-urban and serviced for stormwater. The remainder of the community board area has been defined as rural and unserviced for stormwater. Community boards are asked to consider whether any further changes are needed to the proposed rating areas to be incorporated into the LTP 2031.

Future of local government

27      The local government sector is about to enter a period of transformation, particularly in light of the extensive changes that are likely to occur as a result of the three waters reform and resource management reform processes.

28      The reducing role of the local government sector in both the infrastructure provision and regulatory service areas are likely to have an impact on the number, shape and form of local authorities in the future. This is expected to include discussion about whether it remains relevant to have a distinction between regional and territorial local authorities.

Havelock North water enquiry and three waters reform

29      The government is reviewing the regulation and supply arrangements of drinking water, wastewater and stormwater (three waters) to better support New Zealand’s prosperity, health, safety and environment. Most three waters assets and services, are owned and delivered by local councils, including Southland District Council. The review ran in parallel to the latter stages of the Havelock North Inquiry into drinking water safety following the campylobacter outbreak in 2016.

30      During 2019/2020 a new national water services regulatory body, Taumata Arowai, was established to administer and enforce a new drinking water regulatory system (including the management of risks to sources of drinking water); and to support improving the environmental performance of wastewater and stormwater networks. The three waters reform will continue to evolve over the next few years as councils work alongside Taumata Arowai to meet these higher standards.

Resource management reform

31      In 2019 the government appointed an independent review panel, led by the Hon Tony Randerson QC, to undertake a comprehensive review of the resource management system. The review had a dual focus on improving outcomes for the natural environment and improving urban and other development outcomes.

32      The report recommends the repeal of the Resource Management Act 1991 (RMA) and its replacement with two new pieces of legislation being a Natural and Built Environments Act (NBEA) and a Strategic Planning Act. The focus of the Natural and Built Environments Act would be on enhancing the quality of the environment and on achieving positive outcomes to support the wellbeing of present and future generations. The Strategic Planning Act would set long-term strategic goals and facilitate the integration of legislative functions across the resource management system.

33      The reform of the RMA and increased focus on better environmental outcomes will significantly impact environmental management and will challenge how local government currently operates with the independent review panel recommending local government reform as a necessary step to be successful in achieving these outcomes.

Local community issues

34      Key issues that the committee need to be aware of for the Oraka Aparima community over the next 10 years are:

35      Closed landfill Site – Colac Bay.  Board members have previously raised concern about the long term future of the closed landfill site at Colac Bay. Through a national risk assessment programme, Council staff propose to determine the risk to the site over the long term and identify a range of options to mitigate that risk. It is proposed to carry out this assessment within the first three years of this Long Term Plan

36      Co-ordinated planning approach.  Recently there has been discussion around the need for an overarching master plan for the Oraka Aparima community area to enable a long term planning approach to the prioritisation of projects across Council activities. This is seen as an opportunity for the community board to continue to work alongside Council staff achieve high quality coordinated outcomes for the area.

Local budget development

37      The draft budgets for the Oraka Aparima community for 2021-2031 have been prepared.  Figures for these budgets have flowed out of the review of Activity management plans as well as discussions between the committee, community partnership leaders, services and assets, and finance staff over the past few months.

38      The aim of this has been to ensure that all projects and changes to expenditure have been discussed prior to the budget meetings so that the meetings are focussed primarily on the rates recommendation.  This approach has been taken because the LTP is audited and officers need budgets to be finalised earlier to enable to the audit to occur.

39      While significant planning has taken place to date, there are further opportunities through future years Annual Plan processes to deal with any new projects that may arise.

40      The objective of this direction setting report is to highlight issues, confirm priorities and plan expenditure and funding for the next 10 years for the Oraka Aparima Community Board’s consideration as part of the Council’s LTP.

41      If approved by Council via the LTP, the Oraka Aparima Community Board will be able to spend Council funds allocated in accordance with the budgeted expenditure.  This occurs via Council officers approving purchase orders.  If the board wishes to spend funds that are unbudgeted, including monies from reserves, the board has a delegation to approve up to $20,000 otherwise the decision will need Council approval. 

42      Included in Attachment B of this report is a summary of all planned projects for the Oraka Aparima community for the next 10 years.

Factors to Consider

Legal and Statutory Requirements

43      The draft budgets (including details of projects) will form part of the activity statements and financials in Council’s Long Term Plan 2031.  The LTP (and associated consultation document) is a requirement of the Local Government Act 2002. 

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

Community Views

45      Any significant issues affecting local communities may be included in the official consultation document including summarised financial projections will be publicly available from 1 March to April 2021.

46      Local committees are also asked to advise staff of any local issues/projects that they would like to be highlighted in the consultation material where they are wanting to encourage feedback from the local community or let the community know of any significant projects.

47      Any submissions received from the public on local issues will be forwarded to the relevant community partnership leader (and chairperson and board/committee if required) for comment.  As a result of the submission process, amendments may be made prior to Council formally adopting the finalised LTP by 30 June 2021.

Costs and Funding

48      The financial considerations are set out in Attachment’s A – D as follows:

Attachment A                    Oraka Aparima financial summary and rates calculation

Attachment B                    Oraka Aparima projects

Attachment C                    Oraka Aparima reserve balances

Attachment D                   Oraka Aparima loan information


The LTP workshop was held on 6 October.   The changes discussed at the workshop have been implemented in the data provided.  This includes the addition of four new projects being changing rooms at the Colac Bay trees, replacement of the boat ramp shelter, investigation green space project and the Thornbury war memorial upgrade.  Removed as requested by the committee was the project for the Havelock Street kerb and channel investigation.   Changes to funding of the projects via reserves and loans has been updated as requested at the workshop.


49      The key reasons for the change in the overall community board rate from 2020-21 to 2021-22 are outlined below.

Nature of change

Movement ($)


Oraka Aparima Community Board Area

Total 2019-20 rates for (excl GST)








The increase in mowing reflects the new contract.

Grants and donations


An additional grant fund of $10,000 has been included in the budgets, this is budgeted to be funded from the general reserve if required.  As such the general reserve is shown to decrease by $100,000 over the 10 year period because of this.

Maintenance equipment


Previously no allowance has been made for maintenance to equipment.  This is an estimate that will be revised as part of future annual plans.

Rates (SDC and ES)


To reflect actual rates paid



The increase is to cover the cost of renewing the gardening contract.




Funding ex ward rate


The ward previously contributed to the cemetery at riverton, with this now proposed to be district funded the contribution to the cemetery will from the District rates

General projects


A general budget set in previous years that will offset increase in costs now defined above such as maintenance equipment

Internal SDC contribution


As renewals of footpaths can now receive funding from NZTA, this represented the 48% of costs the community paid.  The level of renewals planned this year is less than last year.

Transfers to/from reserves


The key change to reserves is a transfer was made to the general reserve in 2020/2021 of $23,889 this would of funded items such as footpath renewals.

Other costs


There has been a reduction in the use of the work scheme taskforce $2,197 and a one off project in 20/21 for the main street upgrade $2,747

Proposed 2020-2021
Community Board rate (excl GST)



Plus GST



Proposed 2020-2021
Community Board rate (incl GST)





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

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

·    interest has not yet been included in the projected reserve balances for the 10 years of the plan.  Once the budgets have been finalised, interest will be calculated and transferred directly to the relevant reserves

·    the estimates include an allowance for price level changes (inflation) which is a financial reporting requirement.  For the plan, overall inflation has been assumed at 2.5-3.7% per annum. The individual inflation components used to develop the budgets are assumed at 1.5-3.5%per annum

·    interest on borrowings has initially been charged at 2.00% per annum, this is still subject to Council confirmation and as such may change

·    no allowance has been made in the estimates for any possible increases in contract rates for contracts being re-tendered

·    reserves have been used to fund project/capital work where possible rather than using internal loans. 


Policy Implications

51      There are no specific policy implications in this direction setting report. If the board identifies an additional funding source that is not identified in the Revenue and Financing Policy, this would require an update to the policy to allow for that mechanism to be used as a funding source.



Options Considered

52      There are two options identified for the community board to consider.

·    option 1 – recommend that Council adopt the proposed budgets outlined in this report

·    option 2 – Make amendments to the proposed budgets outlined in this report.


Analysis of Options


Option 1 – Recommend that Council adopt the proposed budgets outlined in this report, including any amendments agreed at this meeting



·        enables the draft Long Term Plan to be progressed within the legislative timeframe

·        local rates recommendation to Council is finalised

·        budgets and projects can be updated or reviewed annually as part of the Annual Plan budgeting process (or approved via unbudgeted expenditure process).

·        no further changes can be recommended by the community board outside of future Annual Plan processes unless a submission is made through the formal consultation process.


Option 2 – Make amendments to the proposed budgets outlined in this report



·        the proposed budgets and projects accurately reflect the wishes of the community board.

·        rates requirements may need to be recalculated

·        may impact the delivery of the Long Term Plan within the legislative timeframe.


Assessment of Significance

53      The decision to be made by the community board is not likely to be a significant decision on its own under Council’s Significance and Engagement Policy.  However, the Long Term Plan (into which the committee’s budgets are incorporated) is considered significant and will be consulted on in March 2021.

Recommended Option

54      Staff recommend the community board endorse option 1 - Recommend that Council adopt the proposed budgets outlined in this report, including any amendments agreed at this meeting.

Next Steps

55      Recommendations made through this direction setting process from all community boards will be considered by Council at the meeting on 16 December 2020. Following that, the LTP consultation document is developed and subject to Council endorsement, will be made available for public consultation in March 2021.



a             Oraka Aparima Financial Summary and Rates Calculation Community Board Meeting 21 October 2020 - 2021 - 2031 Long Term Plan

b             Oraka Aparima Projects Community Board Meeting 21 October 2020 - LTP 2021 - 2031

c             Oraka Aparima Reserve Balances Community Board Meeting 21 October 2020 - 2021 - 2031 Long Term Plan

d            Oraka Aparima Loan Information Community Board Meeting 21 October 2020 LTP 2021-31

e             Oraka Aparima CB and Stormwater Rating Maps - 21 October 2020

f             Oraka Aparima Hall Fees and Charges    


Oraka Aparima Community Board

21 October 2020


Oraka Aparima Community Board

21 October 2020


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Oraka Aparima Community Board

21 October 2020


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Oraka Aparima Community Board

21 October 2020


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Oraka Aparima Community Board

21 October 2020


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Oraka Aparima Community Board

21 October 2020


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[1] Local Government Act 2002, s.53