Notice is hereby given that a Meeting of the Waihopai Toetoe Community Board will be held on:




Meeting Room:



Tuesday, 27 October 2020


Memorial Hall Wyndham
44 Balaclava Street


Waihopai Toetoe Community Board Agenda







Pam Yorke


Deputy Chairperson

Denise Fodie



Pani Grey-Thomas



Gay Munro



Melanie Shepherd



George Stevenson



Andrea Straith



Councillor Paul Duffy





People and Capabilty Manager

Janet Ellis

Committee Advisor

Fiona Dunlop

Community Liaison Officer

Tina Harvey

Community Partnership Leader

Karen Purdue



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.


Waihopai Toetoe Community Board

27 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                                                                                                                     12

6             Confirmation of Minutes                                                                                                                             12


7.1         Landscapes and Natural Features Project                                                                                        19

7.2         Southland District - Wellbeing Indicators Snapshot - August 2020                                  23

7.3         Council Policies Under Review - Consultation                                                                                33

7.4         Financial Report for the year ended 30 June 2020                                                                       45

7.5         Community Leadership Report                                                                                                               73

7.6         Operational Report for Waihopai Toetoe Community Board                                               79

7.7         Council Report                                                                                                                                                   93

7.8         Chairperson's Report                                                                                                                                  101




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


1             Leave of absence


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


2             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.


3             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.


4             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.”


5             Confirmation of Minutes

6.1             Meeting minutes of Waihopai Toetoe Community Board, 25 August 2020


Waihopai Toetoe Community Board






Minutes of a meeting of Waihopai Toetoe Community Board held in the Memorial Hall Wyndham, 44 Balaclava Street, Wyndham on Tuesday, 25 August 2020 at 7.05pm (7.05pm – 9.44pm (PE 8.47pm – 9.44pm)).





Pam Yorke

Deputy Chairperson

Denise Fodie


Pani Grey-Thomas


Gay Munro (7.19pm – 9.44pm)


Melanie Shepherd


George Stevenson


Andrea Straith


Councillor Paul Duffy




Gay Munro (apologies for lateness)




Councillor Julie Keast

Committee Advisor - Fiona Dunlop

Community Partnership Leader - Karen Purdue


1             Apologies


There were apologies for lateness from Gay Munro.


Moved Deputy Chairperson Fodie, seconded Paul Duffy and resolved:

That the Waihopai Toetoe Community Board accept the apology.



2             Leave of absence


There were no requests for leave of absence.



3             Conflict of Interest


There were no conflicts of interest declared.



4             Public Forum


There was no public forum.



5             Extraordinary/Urgent Items


There were no Extraordinary/Urgent items.



6             Confirmation of Minutes



Moved Andrea Straith, seconded Melanie Shepherd and resolved:

That the Waihopai Toetoe Community Board confirms the minutes of the meeting held on 30 June 2020 as a true and correct record of that meeting.






Details on the Financial and Reserve Contribution Fund

Record No: R/20/8/31841


Community Partnership Leader – Karen Purdue took the Board through the report. 


The Community Board discussed the report and advised that it could not make a decision on the recommendations as it did not have the information required.


(Gay Munro joined the meeting at 7.19pm.)




Moved Chairperson Yorke, seconded Melanie Shepherd and resolved:

That the Waihopai Toetoe Community Board:

a)            Agrees to lie the report on the table to enable officers to provide the criteria for the board to agree to for the interest component of the financial and reserves contribution fund.




Murihiku Regional Arts Strategy 2020-2030

Record No: R/20/7/28728


Community Partnership Leader – Karen Purdue was in attendance for this item.




Moved Andrea Straith, seconded Melanie Shepherd and resolved:

That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Murihiku Regional Arts Strategy 2020-2030” dated 18 August 2020.




Community Leadership Report for the Waihopai Community Board

Record No: R/20/8/41729


Community Partnership Leader – Karen Purdue was in attendance for this item.




Moved Melanie Shepherd, seconded Andrea Straith and resolved:

That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Community Leadership Report for the Waihopai Community Board” dated 18 August 2020.




Operational Report for Waihopai Toetoe Community Board

Record No: R/20/7/29389


Community Partnership Leader – Karen Purdue was in attendance for this item.




Moved Deputy Chairperson Fodie, seconded Gay Munro and resolved:

That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Operational Report for Waihopai Toetoe Community Board” dated 14 August 2020.




Council Report

Record No: R/20/7/29503


Councillor Duffy was took the Board through the report. 


He particularly highlighted

·         Three waters

·         Conflicts of interest

·         Rakiura Heritage Trust

·         Environmental health and animal control (dog registration)

·         Resource management

·         Strategy and Policy

·         Forestry

·         Around the Mountains Cycle Trail

·         Property

·         District wide roading programme.




Moved Melanie Shepherd, seconded Paul Duffy and resolved:

That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Council Report” dated 11 August 2020.




Chairperson's Report

Record No: R/20/8/32309


Chair Yorke took the Board through her report.




Moved Chairperson Yorke, seconded Andrea Straith and resolved:

That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Chairperson's Report” dated 18 August 2020.




Public Excluded


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


Moved Melanie Shepherd, seconded Chairperson Yorke and resolved:

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

C8.1 Waihopai Toetoe Community Board Area Approval of unbudgeted expenditure for mowing

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


Waihopai Toetoe Community Board Area Approval of unbudgeted expenditure for mowing

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.


That Committee Advisor - Fiona Dunlop, Community Partnership Leader - Karen Purdue and Community Facilities Manager – Mark Day and Councillor Keast be permitted to remain at this meeting, after the public has been excluded, because of their knowledge of the items C8.1 Waihopai Toetoe Community Board Area Approval of unbudgeted expenditure for mowing. This knowledge, which will be of assistance in relation to the matters to be discussed, is relevant to those matters because of their knowledge on the issues discussed and meeting procedure.



The public were excluded at 8.47pm.


Resolutions in relation to the confidential items are recorded in the confidential section of these minutes and are not publicly available unless released here.


The meeting concluded at 9.44pm.                      CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Waihopai Toetoe Community Board HELD ON TUESDAY 25 AUGUST 2020.










Waihopai Toetoe Community Board

27 October 2020


Landscapes and Natural Features Project

Record No:             R/20/10/61134

Author:                      Margaret Ferguson, Resource Management Planner

Approved by:         Fran Mikulicic, Group Manager Environmental Services


  Decision                                        Recommendation                                  Information




1        This report is to inform the Waihopai Toetoe Community Board about the work the resource management department is doing to identify outstanding natural landscapes and features within the District.  

2        The key reasons for doing this work are:

-        to look after our special landscapes for now and for future generations

-        legal requirements under the Resource Management Act 1991 to identify and protect our special areas

-        Council has asked us to review what is currently in the District Plan relating to landscapes.


3        Council incorporated some identified landscapes into the previous District Plan review and these are primarily within the coastal and Te Anau basin area.  Council acknowledged at that time, that it would need to come back and take a District wide approach to looking after all the special landscapes in the District.

4        Whilst the work will lead to a change to the natural features and landscapes chapter of the District Plan, this will be after extensive discussions with anyone who may be potentially affected.   It is about ensuring that Southland’s landscapes and natural features remain special for future generations.


What’s your view?  He aha tō tirohanga?

5        To begin this work, Council in partnership with iwi, have embarked on a project to determine where potentially important landscapes and features are within our district.  The campaign is called ‘Whats your view? He aha tō tirohanga’?

6        We are taking a three – fold approach to identifying these potentially special spaces which comprises of the following workstreams:

-        community views and opinions

-        a cultural landscape assessment

-        a professional analysis eg landscape architect.

7        Once the potential areas have been identified, we will be working alongside the community, as well as multiple partners, to discuss the findings and then look towards ways in which we can all work together to look after these important places for generations to come.


8        There are some key attributes that we are looking for when identifying these landscapes and natural features, which include:

Understanding the geology, water, topographical features (hills, plains, mountains), plants, animals.

How memorable is the landscape or feature? How natural (ie unmodified) is it?

How do people feel when they see the landscape or experience the landscape? What are the spiritual, cultural, connections that people have to that space?


Timeframe - what is happening when?

9        This project will be progressing over the next year and we will be seeking an active presence within the community to progress this project overall.

10      Understanding the cultural significance of our landscapes is currently underway.   Iwi is leading this workstream and working with a consultant to complete this piece of work.   

11      We are now heading out into the community to understand community values and we anticipate this will progress over the next few months.   This is our public facing campaign ‘Whats your view? He aha tō tirohanga?’.

12      We understand the important role the community boards have within the community and we value the contribution you are likely to make going forward in helping us to connect with the community and undertake the project in partnership with them. 

13      We welcome any ideas in which the community board members may be able to support this project, and welcome any advice you may have regarding connecting with the community as this project progresses.

14      The project will have different phases which will require different communication platforms (online, face to face, drop-in sessions, individual meetings, paper-based communication etc), and we will endeavour to keep you informed as to what is happening across all phases.

15      We welcome one on one conversation about this project, so if anyone in the community has any questions, or you would like more detail on this, please contact us directly – you can email, or phone the resource management team on 0800 732 732 and we will make time to see you. More information can also be found at



That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Landscapes and Natural Features Project” dated 15 October 2020.



There are no attachments for this report.   

Waihopai Toetoe Community Board

27 October 2020


Southland District - Wellbeing Indicators Snapshot - August 2020

Record No:             R/20/9/52044

Author:                      Shanin Brider, Community & Futures Administrator

Approved by:         Rex Capil, Group Manager Community and Futures


 Decision                                        Recommendation                                  Information



1        The purpose of this report is to present the Waihopai Toetoe Community Board with a wellbeing indicator’s snapshot of Southland District



2        Investing in community future planning was a consultation topic in the 2018-2028 Long Term Plan.  Council identified the need to undertake research and collect data about our changing communities to assist in prioritising and making decisions for the future and consider the overall wellbeing of the people residing in Southland District.  65% of submitters supported Council investing in community planning, research and data; to help future proof and ensure Council has the information needed to make informed decisions for now and into the future.


Next Steps

3        If the board wishes, staff will present a wellbeing snapshot report quarterly. This is currently an information only report at this point and staff will begin to provide comparative analysis of the information provided at a later date, and identify trends for further discussion.

4        Staff are interested to hear feedback from the board on the information being presented.



That the Waihopai Toetoe Community Board:

a)         Receives the report titled “Southland District - Wellbeing Indicators Snapshot - August 2020” dated 23 September 2020.



a             Wellbeing indicators snapshot August 2020    


Waihopai Toetoe Community Board

27 October 2020


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Waihopai Toetoe Community Board

27 October 2020


Council Policies Under Review - Consultation

Record No:             R/20/10/60985

Author:                      Carrie Adams, Intermediate Policy Analyst

Approved by:         Rex Capil, Group Manager Community and Futures


  Decision                                        Recommendation                                 Information




1        The purpose of this report is to provide information about five policies that are currently being reviewed by Council. 

2        It is recommended that the community board make a submission on the draft policies, during the formal consultation period.

Executive Summary

3        The following policies are currently being reviewed by Council:

·        Significance and Engagement Policy

·        Policy on Development and Financial Contributions

·        Procurement Policy

·        Revenue and Finance Policy.

4        At a meeting on 21 October 2020, staff are recommending that Council endorse the draft policies and release them for public consultation.  Consultation would be run concurrently for each of these policies from 4 November to 4 December 2020. 

5        In the New Year, staff will present any submissions received on the draft policies to Council, and Council will progress the policies through to the adoption stage.

6        This report provides a summary of each draft policy, and recommends that the community board make a formal submission on each policy, during the consultation period. 



That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Council Policies Under Review - Consultation” dated 15 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)           Subject to Council endorsing the draft policies for consultation at its 21 October 2020 meeting, determines that it will make a formal submission on the following draft policies:


·     Significance and Engagement Policy

·     Policy on Development or Financial Contributions

·     Procurement Policy

·     Revenue and Financing Policy.


e)            Notes that the consultation period would be from 8am, 4 November to 5pm, 4 December 2020.



7        A number of policies are being reviewed by Council.  This report provides a brief summary about each of these policies, to inform the community board.  The full text of each policy will be available during the public consultation period on Council’s online consultation platform.  This is also where people are encouraged to make a submission through the online survey.  The online survey can be accessed through Council’s site at and selecting ‘have your say’ on the home pageHard copies will also be available on request at Council’s offices and libraries across the District.     


8        Below is a summary of each of the five policies being reviewed.  This information will also be available on Council’s site during the consultation period, to inform submitters.

Significance and Engagement Policy

9        The Significance and Engagement Policy outlines Council's general approach to determining the significance of proposals and decisions. This policy includes criteria Council will use in assessing which issues, proposals, decisions and other matters are significant. It also lists assets Council considers to be strategic assets.

10      The policy also highlights when something is significant, and how Council will engage with the community in these instances. This will be in line with Council's commitment to applying best practice consultation methods.

11      This policy exists to inform you about what you can expect from Southland District Council regarding consultation and ways to influence and participate in the decision-making of Council.

12      All councils are required to have a Significance and Engagement Policy and review it every three years. Only minor changes have been made to this policy since it was last reviewed, in order to provide clarifications and updates.

Policy on Development and Financial Contributions

13      The Policy on Development and Financial Contributions records how and when Council proposes to use development and financial contributions, what they fund and why.

14      Development contributions (DCs) are a payment made to Council that pay for the impact that new developments have on services and infrastructure, such as water supply, wastewater and community facilities.  DCs may not be charged unless the proposed development creates a demand for new assets, or an increased capacity of assets; they may not be charged for the replacement or upkeep of assets.

15      DCs have not been charged to developers since 2015.  Council’s current position is that they are a disincentive to development.  Could wants to encourage development and economic growth, so proposes to fund the capital expenditure cost of new developments from other sources.

16      The draft policy puts DCs in remission, but outlines how they would be charged if Council chose to take DCs out of remission and charge for them.

17      Financial contributions (FCs) are a capital charge for works undertaken to mitigate the environmental effects of an activity.   

18      How Council charges for FCs is set out in the District Plan.  FCs are currently being charged to offset adverse effects of a subdivision, land use or development on Council’s roading or reserve infrastructure.

19      Only minor changes have been made to the draft policy to update the population growth projections, financial figures, dates and changes to legislation.

20      All councils are required by law to have either a development contributions policy or a financial contributions policy, and review it every three years. Southland and several other city and district councils have chosen to not have development contributions.


Procurement Policy

21      The draft Procurement Policy contains high level objectives and policy statements that will guide procurement decisions for Council and provide potential suppliers information about Council’s procurement practices. Procurement is the process of purchasing and delivering goods, services and works. The policy statements included the draft policy are:

·            procurement will be in accordance with legal process/legislation

·            procurement will be consistent across Council

·            Council will foster relationships with suppliers

·            Council will make procurement decisions based on achieving public value

·            there will be a sound business approach to procurement

·            risk will be managed appropriately

·            procurement decisions will be made in accordance with delegated authority.

22      The draft policy differs from the current policy as it only contains high level policy information, not the practical steps that staff must take to procure. Changes have also been made so the draft policy aligns to the Government Procurement Rules that came into effect in 2019.

23      To sit alongside the policy, staff are developing a procurement manual that will outline the practical steps that staff will have to go through to procure.

24      The Office of the Auditor General and the Government Procurement Rules outline that councils should have their own procurement policy and processes in place.

Revenue and Finance Policy and Rating Review

25      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.

26      This policy is set at a relatively high level and provides the framework for how Council will fund its activities and how it will set rates and fees as part of the 2021 Long Term Plan (effective from 1 July 2021).

27      The budgets that each community board sets for their activities as part of the LTP will be grouped into the various Council activities and associated funding sources included in the draft policy.

28      From a content point of view, a number of changes have been made to the structure of the policy to strengthen the relationship between the policy decisions and the related legislative considerations which inform the policy (such as the assessment of benefit, rationale for funding and modifications of the benefit assessment affecting the funding choices). An assessment of private/public funding splits for each activity has also been included.

29      From a policy perspective, over the past nine months staff have held various workshops with community boards and the Council to discuss what changes might be needed to the policy and subsequently Council’s rating policies. This included discussing who benefits from the local activities that boards provide, who should pay for these activities and how Council might rate for them.

30      A set of proposed changes have been developed by staff from these discussions and these are expected to be confirmed by Council for consultation at its meeting on 21 October 2020. As part of the consultation, the public is also able to comment any part of the draft policy, not just on the changes proposed.

31      Board members will be aware of the majority of the proposals given their involvement to date. However some proposed changes relate to specific boards or District activities that have subsequently been agreed by Council. As such, Council is seeking board feedback on these proposals as part of the consultation process as well as the policy more generally.

32      The key changes proposed, either as part of the draft policy or proposed approach to rating, using the current 2020/2021 budgets include the following.

How local activities are funded

·      local representation costs for all community boards (as part of the representation and advocacy activity) to be funded across all properties in the District through the general rate rather than as part of a local rate targeted to individual community board areas. Using the current budgets this would equate to $17 per property compared to retaining the current rating approach where properties would pay between $11-$53, depending on their rating area. This change is being proposed because local community board representation now covers all people/properties in the District and therefore provides benefits for all properties within the District.

·      cemeteries costs to be funded across all properties in the District through the general rate rather than as part of a local rate over the community board area. Using the current budgets this would equate to $5 per property compared to retaining the current rating approach where properties would pay between $0-$96, depending on their rating area. This change is being proposed given that Council owned cemeteries and cemetery records are available to entire District and there is little variation between the operations and maintenance of different cemeteries.

·      litter bins (as part of the open spaces activity) to be funded across all properties in the District through the general rate rather than as part of a local rate over the community board. Using the current budgets this would equate to $17 per property compared to retaining the current rating approach where properties would pay between $0-$121 depending on their rating area. The change is being prosed given that litter bins are primarily for visitors/tourists travelling through areas rather than local residents.

·      stormwater to be funded through a separate targeted set District-wide rate with a differential for “serviced” areas (that pay a full charge) and “unserviced” areas (that pay a quarter charge) to reflect that those areas that have a stormwater network have a higher benefit. The serviced and unserviced areas are defined by mapped rating boundaries (these will be available online as part of the consultation material). Using the current budgets this would equate to $46 per property in serviced areas and $12 per property in rural areas compared to retaining the current rating approach where properties would pay between $0-$108 depending on their rating area. The change is being proposed given that the nature of the benefit provided by stormwater is similar across the district and individual communities have less discretion about how this activity can be operated or to what level with increasing environmental and compliance standards being set.

·      establishment of new targeted community board rates to fund the remaining activities that the board provides including footpaths and a portion of the open spaces activity related to local parks, playgrounds, and streetscapes and water facilities.

The new community board rates would also replace the existing targeted ward rates and are proposed to align with the representation boundaries. All properties within these boundaries will pay the rate. A differential would be used to reflect different levels of benefit/use as follows:

-     “urban” properties within the defined rating area would pay a full charge

-     “semi-urban” properties within the defined rating area would pay a half charge

-     “rural” areas outside the urban and semi-urban areas would pay a quarter charge.

The approach proposed reflects that more urban properties have easier access and therefore a higher benefit. The urban, semi-urban and rural areas would be defined by mapped boundaries. Urban areas would consist of townships with all or a majority of community board activities that are provided at scale and with larger populations. Semi-urban would consist of townships with most of the activities provided but at a small scale with smaller populations and rural areas would consist of areas with very few local infrastructure/services, if any.

The amount that properties in each community board area pays would differ depending on the facilities and infrastructure in the area and levels of service to be provided. Using the current budgets this would result in the following rates for each community board:

-     Ardlussa (urban: $116; semi-urban N/A; rural $29)

-     Fiordland (urban: $206; semi-urban N/A; rural $52)

-     Northern  (urban: $224; semi-urban $112; rural $56)

-     Oraka Aparima (urban: $215; semi-urban $107; rural $54)

-     Oreti (urban: $145; semi-urban $72; rural $36)

-     Stewart Island/Rakiura ($231)

-     Tuatapere Te Waewae (urban: $196; semi-urban $9; rural $46)

-     Waihopai Toetoe (urban: $196; semi-urban $9; rural $46)

-     Wallace Takitimu (urban: $217; semi-urban $109; rural $54)

Table in the Attachment A shows these changes for each community board area.

The change is being proposed to address differences in who is paying for the same types of activities in different parts of the district and, inconsistencies in how (and where) differentials are applied to these rates, where:

-     some targeted rates for these activities are in township areas only

-     some targeted rates cover large rural areas

-     some targeted rates use commercial, urban and rural differentials (based on rating landuse categories) to charge some groups more or less than others, and

-     some township areas receive funding for selected activities from the ward rate and others do not.

Council believes there is a need to address these inconsistencies in how the same activity is being funded across the District, particularly given that based on the assessment of benefits undertaken by Council and community boards, there is very little difference that would justify such a variable rating approach

33      This approach addresses the outcomes Council is seeking to:

·      address inconsistencies in how activities are funded across the District where possible

·      simplify the approach to rating and funding

·      reflect Council’s new representation structures

·      reflect legislative requirements and Council’s vision.

Stewart Island/Rakiura Sustainability Review – funding of jetties and electricity supply

34      As part of the Stewart Island/Rakiura Service Sustainability Study presented to Council in February 2020, Council resolved to give specific consideration to the issues and options that might exist in relation to the delivery of services to the Stewart Island/Rakiura community as it progresses its review of the Revenue and Financing Policy for the 2021 LTP and give specific consideration to options for funding of the jetties activity as part of the policy.

35      The report identified that Council faces a number of service sustainability challenges in providing and funding the delivery of services, particularly local activities, to the Stewart Island/Rakiura community. The report identified that as part of the review of the policy Council should have regard the options available for the funding of each of its activities, including considering the relative merits of a mix of District and local funding for each activity including jetties and SIESA.

36      The report suggested that the review of the policy should specifically consider the distribution of benefits for locally funded activities and the extent to which activities such as jetties might have a broader public good through, for example, the provision of access.

37      More detail on this is detailed in Attachment B.

38      As a result of this, Council is proposing a revised funding mix based on the assessment of benefit and public good (noting that the activity is currently fully funded by fees). The table outlines the broad funding bands that will apply to the activity, with the specific contributions to be determined as part of the LTP 2021-2031 once expenditure has been confirmed.

Proposed funding source

Current funding

Proposed funding

Applied to

Local targeted rate



Stewart Island/Rakiura Community Board ratepayers

Fees and charges



Commercial wharf/jetty users

Grants and subsidies

None fixed


Visitor levy (subject to discussions) or from other sources

General rate



Ratepayers in Southland District

39      In addition, Council is also considering amending the funding approach for Stewart Island Electricity Supply (SIESA) which provides electricity on the island. The majority of the funding for this activity currently comes from charges to consumers.

40      Council is considering introducing a separate targeted rate with differentials on properties in the electricity supply distribution area to collect a portion of the cost (in addition to fixed and variable consumption charges billed to consumers). Council would set the rate on a differential basis depending on whether the rating unit is either connected (full charge) or able to be connected and not connected to the electricity supply network (half charge).

41      While staff are satisfied that the proposed electricity availability charge is able to levied under the Local Government Rating Act, at the time of writing staff are carrying out further investigations as to whether there are any constraints in relevant electricity legislation and regulations that may prevent a rate from being applied. Staff will present any pertinent findings to Council when this report is presented. 

Waste management rate

42      Council currently collects a separate District-wide targeted rate for waste management. This rate is used to fund part of the Solid Waste activity which relates to the operation of transfer stations, greenwaste sites and recycling drop-off centres. It also involves dealing with litter and illegal dumping as well as the waste minimisation activities. Council is proposing to remove the waste management targeted rate, with funding to be taken from the general rate. This is because Council does not believe that there is a need for separate funding, particularly given the public good element of the activity and the similar way that the rate is set in line with the general rate. The change will also help to reduce ratepayer confusion with the rubbish and recycling wheelie bin rates.

Te Anau Airport rate

43      Subsequent to Council agreeing the changes proposed to the draft policy, staff have received a request from the Fiordland Community Board requesting that Council consider providing general rate funding for capital expenditure and possibly operating expenditure related to the Te Anau Manapouri Airport activity. This request does not include the current loan for the airport development which would continue to be paid solely by those in the Fiordland area. At this stage staff and Council have not had an opportunity to consider this request. However depending on Council’s discussion at its meeting on 21 October 2020, this proposal may be included in the policy for consultation.

Wastewater – changes considered but not progressed

44      As part of the workshops held to discuss the funding for the activities, the Council considered way it funds District wastewater activities in preparation for the 2021-31 LTP. Council’s current funding approach for wastewater is as follows:

i)       A full charge per Separately Used or inhabited Part of a Rating Unit (SUIP) for any residence that is connected or able to be connected but not connected,

ii)      A half charge for any non-contiguous vacant land within the boundary which are able to be connected but are not connected, and

iii)     A full charge per pan/urinal for all other property that is connected or able to be connected but not connected

45      Council looked at various options to change the approach including:

·          changing the full charge per pan/urinal (iii) to reduce the impact on properties that have multiple pans (by using a half charge or sliding scale of charges depending on the number of pans)

·          increasing the charge on vacant land from a half charge to a three quarter charge.

46      However, after considering the relevant legislative funding considerations and the assessment of benefit/use of the network, Council is proposing to retain the current approach.


Factors to Consider

Legal and Statutory Requirements

47      Council is legally required to adopt and undertake regular reviews of a:

·        Significance and Engagement Policy

·        Policy on Development or Financial Contributions

·        Revenue and Financing Policy.

48      It is considered best practice to have a procurement policy and to undertake regular reviews of the policy.

Community Views

49      It is intended that Council will endorse a consultation process on the draft policies in accordance with s.82 of the LGA.

50      Council will make the draft policies and relevant information publicly available (in accordance with s.82A of the LGA), and encouraged people to give feedback on Council’s ‘make it stick’ platform, by:

·        placing an advertisement in the Ensign and Southland Express

·        promoting the consultation on Council’s Facebook page

·        having the draft policy accessible on Council’s website and at all of its offices.

51     The consultation process will allow Council to capture and consider community views regarding these policies.

Costs and Funding

52      There will only be minor costs associated with progressing the draft policy through the consultation process, including the costs associated with staff time and advertising. These costs will be met within current budgets.

Policy Implications

53      Policy implications vary for each policy as outlined below:  

Significance and Engagement Policy

If adopted, it is likely that Council will reach similar conclusions on the level of significance of particular matters, and that community engagement will occur with similar frequency and in similar form, to what is done currently.

Policy on Development and Financial Contributions

54     If adopted, this policy would continue to have DCs in remission.  This means that DCs will not be assessed when development takes place.

55      Continuing to have the DC part of the policy in remission would mean that the costs associated with demand are borne by ratepayers (and by those who have paid previous DCs).  However, Council has taken an approach that encourages development in Southland District, recognising that this will benefit the community as a whole.

Procurement Policy

56      The draft Procurement Policy differs from the current policy, as the draft just includes high-level policy information. On this basis, the current and draft policies will be used quite differently.

57      The draft Procurement Policy places more emphasis than the current policy on undertaking appropriate procurement planning, keeping records of procurement activities, and having good relationships with suppliers. The draft policy also places more emphasis on identifying and managing risk appropriately, through the procurement process.

Revenue and Finance Policy

58      If adopted, this policy and the related approach to rating would be the basis on which the draft Long Term Plan (LTP) would be prepared. As such, depending on the expenditure proposed in the LTP, there may be a need to further review the policy and proposed rating approach if there are significant expenditure changes that would impact the proposed funding methods. This will be considered early in 2021.

59      As outlined earlier in the report, the draft policy as prepared proposes changes to the funding of selected activities to better reflect the assessment of benefit and need for separate funding following feedback provided by community boards and Council. However, these changes are a relatively minor part of the policy with the majority of the draft policy in line with the current policy.


Options Considered

60      There are three options for consideration in this report:

·        option 1 – that the community board make a submission on each of the four draft policies discussed in the report

·        option 2 - that the community board make a submission on some, but not all, of the four draft policies

·        option 3 – that the community board do not make a submission on any of the four draft policies.

Analysis of Options

Option 1 – that the community board make a submission on each of the four draft policies



·        ensures that the community board is providing input to important Council policies.

·        is a time commitment. 



Option 2 – that the community board make a submission on some, but not all, of the four draft policies



·        community board is providing input to some Council draft policies.

·        is a time commitment

·        some policies will not receive feedback from the community board.

Option 3 – that the community board do not make a submission on any of the four draft policies



·        no known advantages.

·        the community board will be missing an opportunity to provide input into several important Council policies.


Assessment of Significance

61      It has been identified that this matter is of lower significance in relation to the current Significance and Engagement Policy.

Recommended Option

62      It is recommended that the community board proceed with option 1 and make a formal submission on each of the four policies discussed in this report.

Next Steps

63      As discussed above, if Council endorse the policies for consultation, staff will undertake a consultation process in accordance with s.82 of the LGA from 4 November to 4 December 2020. It is intended that the written submissions received will be presented to Council in early 2021.

64      If, after undertaking consultation, Council endorses the proposed changes in the draft policies, Council would then adopt the policies, to come into effect after adoption, in 2021.



There are no attachments for this report.  


Waihopai Toetoe Community Board

27 October 2020


Financial Report for the year ended 30 June 2020

Record No:             R/20/10/61311

Author:                      Sheree Marrah, Financial Accountant

Approved by:         Anne Robson, Chief Financial Officer


  Decision                                        Recommendation                                  Information





1        The purpose of this report is to present the final financial results and supporting information for the communities located within the Waihopai Toetoe Community Board area for the year ended 30 June 2020. The financial reports are contained within attachment A, B and C of this report.

2        As the audit of Council is still occurring, the financial results presented are still subject to change.



That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Financial Report for the year ended 30 June 2020” dated 21 October 2020.



a             Financial report for the year ended 30 June 2020

b             Reserve balances for the year ended 30 June 2020

c             Detailed individual business units for the year ended 30 June 2020    


Waihopai Toetoe Community Board

27 October 2020


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27 October 2020


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27 October 2020


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Waihopai Toetoe Community Board

27 October 2020


Community Leadership Report

Record No:             R/20/10/60901

Author:                      Karen Purdue, Community Partnership Leader

Approved by:         Janet Ellis, People and Capability Manager


  Decision                                        Recommendation                                  Information





1        To update the board on the community leadership activities in the area.


That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Community Leadership Report” dated 16 October 2020.




a             Waihopai Toetoe Community Leadership Report    


Waihopai Toetoe Community Board

27 October 2020


27 OCTOBER 2020

What’s happening in your area

Community Partnership Fund

The first round of the Waihopai Toetoe Community Board Community Partnership Fund closed on 30 September. We have received 14 applications from community organisations in the area.  A workshop will be held 3 November and applicants will be invited to speak to the board about their funding request and project.

Local initiatives

Wyndham Rugby Club

Staff are working alongside the Wyndham Rugby Club with funding advice and assistance for the installation of 11 new light towers on the Wyndham Domain rugby fields.

Wyndham and District Heritage Society

A museum planning workshop was held on 17 August.  John Coster, heritage management consultant from Heritage Works facilitated the workshop as part of his ongoing planning and feasibility work with the society.  The purpose of the workshop was to examine options for the replacement of the museum.

What’s happening outside your area

Resource management update – What’s your View?

Working in partnership with iwi, Southland District Council’s resource management team is embarking on a project to determine where the potentially important landscapes and natural features are within Southland. We know there are numerous spaces that contribute to Southland’s unique scenery and place in the world, and this work is about identifying where those are and then looking at ways we can work together to look after them for now and for future generations to come.

Community views and perspectives will play an important role in this, alongside the views of experts and a cultural assessment.

From October to December we will be asking the public to tell us about the landscapes and natural features within our District that are important to them. This will be framed as a campaign called ‘What’s Your View”, which you will see online and in area offices/libraries throughout the District.

Community views will be mapped alongside a cultural assessment and a professional report to get a full picture of potentially important landscapes and natural features. We will then discuss the findings with anyone that may be affected – we’ll be looking to check the accuracy and then to look at ways how, together, we can look after these spaces for generations to come.

The resource management team would welcome the opportunity to communicate this with community boards as soon as is practical, but if you have any questions about this before that point please see or call Margaret Ferguson on 0800 732 732.

District/regional Initiatives

SDC holiday programme

Sport Southland will again be delivering the SDC holiday programme in January 2021. The programme will run in eight locations (Winton, Riverton, Lumsden, Stewart Island, Wyndham, Otautau, Te Anau and Tokanui) over eight dates. The dates and venues are currently being confirmed – look out for information coming out in school newsletters, Facebook pages etc over the coming weeks.

Milford Opportunities Project

In January this year Stantec, the governance group and the project working group went to Fiordland to experience and discuss the place and the work on the project that had previously been undertaken by WSP-Opus in Stage 1. Unfortunately, the following week the Fiordland floods happened closing State Highway 94 for a number of weeks and whilst that was happening Covid-19 was becoming an issue around the world to the point where New Zealand’s alert level 4 lockdown was declared.

The original intention had been to have a number of public drop-in sessions/meetings and meetings with reference groups representing a number of interests in Milford Sound Piopiotahi and tourism operations generally. Obviously the lockdown meant that could not happen but the project has been able to have the reference groups meet via the Zoom meetings platform.

Stantec has continued to work on gathering and analysing the background data that will be needed to determine their recommendations to the governance group for the long list of options that should be given further consideration. More recently, Stantec have been able to travel to Fiordland and meet directly with stakeholders and in July there was a nationally advertised survey for people to engage with the project and provide their thoughts.

The Milford Opportunities Project is a chance for the public to shape the future of one of New Zealand’s most iconic areas. Gathering feedback from a diverse range of New Zealanders is absolutely crucial. On 5 October 2020 the project will launch another nationwide campaign. This will be the final chance for large-scale engagement on this project as the team makes the decisions for the final master plan in December.

National initiatives

Sport NZ Community Resilience Fund 2.0

Funding support for community based organisations to cover fixed and operational costs.

The second round of the Community Resilience Fund has now closed, with a total of 117 applicants receiving support from the fund in the Southland region with a total of $694,609.47 distributed (this includes Invercargill and Gore). In the Southland District Council area 37 organisations received support with a total of $137,858 distributed.

In the Waihopai Toetoe area the following organisations/clubs received support:

Edendale Rugby Club                       $2,885

Edendale Scout Group                     $1,522

Woodlands Rugby Football Club      $5,000

Wyndham Amateur Athletic Club    $1,840

Wyndham Bowling Club                   $826

Wyndham Pony Club                        $835

Wyndham Rugby Football Club       $5,000

Total                                                $17,908

Impact of Covid-19 on our community and voluntary sector        

Research was undertaken by the Centre for Social Impact, in partnership with Hui E, Philanthropy New Zealand and Volunteering New Zealand of the impact of Covid-19 on our community and voluntary sector.

The report details the findings of a national Covid19 impact survey carried out across the tangata whenua, community and voluntary sector in MayJune 2020. This was as the country was moving between levels 2 and 1 of the Covid19 lockdown. The findings are based on 1,424 responses from a broad crosssection of the sector.

The link for the full report is:

There was significant interest and outreach in the OtagoSouthland regions to the survey. Fifteen percent of responses were from organisations solely operating in Southland.

The findings highlight the experiences of the sector in cherishing and caring for communities throughout Covid19 and beyond. They take stock of the impact that effort has had on the sector and start the conversation about what now needs to be done.

The findings will be used to help lead confident, collective, well informed discussions around recovery and reimagining the future state of a tangata whenua, community and voluntary sector that is well, flourishing and thriving.

What’s coming up in the next couple of months?

Strategy and policy

Staff have begun identifying the national, regional and District strategies that are relevant to Council. Staff will undertake a needs assessment to assess the strategies that are necessary to focus work/service delivery and to guide decision making, both from a Council and community perspective. Staff will produce a strategy development plan that will outline an intended work programme, why particular strategies will be prioritised, and the ongoing commitments Council will need to make, such as any strategy review requirements.

Council have finished formal consultation on the draft Keeping of Animals, Poultry and Bees Bylaw, and councillors have received the submissions. On 29 September 2020 Council is scheduled to deliberate and adopt a final bylaw.

Council are still reviewing the charging method for non-recreational jetty usage on Stewart Island/Rakiura. The next steps for this piece of work are to discuss three charging options with the Stewart Island/Rakiura Community Board, and then request Council to endorse a charging method to be included and consulted on in the draft Long Term Plan.

Staff have been revising the Procurement Policy and developing a draft Procurement Manual. Staff presented the draft Procurement Policy to the Finance and Assurance Committee on
11 September 2020. Council will be asked in late October to release the draft policy in November 2020 for consultation. 

Review of a suite of policies that will inform the Long Term Plan is underway.  This includes the Revenue and Finance Policy, the Policy on Development and Financial Contributions, and the Significance and Engagement Policy.  Draft policies will be presented to committees in September and to Council in October.  Following Council approval, the formal consultation period for these policies is planned for the period from 4 November to 4 December 2020.  Staff are also working on the asset management, contract management, risk management and grants and donations policies.

Work has begun to undertake the in-depth analysis of Council’s top corporate risks. Finance and Assurance Committee members will discuss in detail selected risks from the top 10 corporate risks in each quarter beginning September 2020.  Staff will also begin work on reviewing Council’s operational risk framework in the up-coming months.

The annual report period is now underway and due to be completed by late October/early November 2020.   The Finance and Assurance Committee met on 11 September to review the draft Annual Report 2019/2020 for release to Audit NZ. 

The Long Term Plan is moving into a key development phase as Council continue to discuss the key issues facing the District. Activity management plan discussions were held in August, alongside the key policy development that informs this process. Council has provided initial guidance to staff that will assist in determining in developing key issues and options for further discussions in September that will form the basis of the LTP consultation document. Throughout September, another round of community board workshops are occurring for staff and elected members to further discuss levels of service and funding options.


Each of the nine community boards have now been allocated a dedicated person from SDC’s communications team.

Their role will be to support the community board in all aspects of communications and engagement, including the content for the Facebook page and SDC’s First Edition magazine.

Communications specialist Kate Buchanan has been assigned to Waihopai Toetoe and is happy to chat about any ideas or communication needs – everything from informing the public about local initiatives, projects or events to profiling characters from the area.

Kate can be contacted on 0800 732 732, mobile 021 292 1660 or via email

Stakeholder updates

Waka Kotahi NZ Transport Agency

Highways South appreciates the passion of Southlanders for their local communities and is grateful for the support of Southland community boards with conveying our passion for providing safe, fit-for-purpose state highways to connect these communities.  Below gives an overview of recently completed projects in the Southland District area, as well as planned construction and safety work in the Southland District for the coming year:

Pavement rehabilitation sites completed in the Southland District in the 2019/20 year:

-    Dome Creek (SH6)

-    Tothills Creek (SH6)

-    Whyte’s Corner (SH1)

-    Kerr Rd x2 (SH1)

-    St Ronan’s Rd (SH1)

-    Mill Rd (SH98)

Pavement rehabilitation in the Southland District planned over summer 2020/21:

-    Sinclair Entrance at Winton (SH6)

-    Two sites west of Mossburn (SH94)

Other completed work in the Southland District:

-    SH 99 intersection upgrade, incl. right hand turn bay at Waimatuku installed as a safety initiative

-    Flood response – Scott’s Creek and Blackmore Culvert gravel extraction (SH6)

-    Lake to lake cycle trail completion – Te Anau/Manapouri (SH95)

-    Dipton (SH6) – Channel and kerb (and apologies again to the Dipton community for the lack of fore-warning on this job)

-    Culvert renewals – SH6 near Mossburn, SH94 near Lumsden and SH99 near Colac bay

-    There are twelve areas throughout the network where we have replaced or installed new ice/grit signs

-    Cyclists approaching signs installed on SH99 at the Makarewa River and SH96 at the Oreti River

Area updates:

-    Edendale – some sweeper work to be done, and maintenance on the old highway will be happening in the 2021/2022 construction season following funding approval

-    Lumsden (SH94 to Gore) – 70km/hr to 50km/hr speed limit change underway and will be gazetted on 16 October at which point the new threshold signs will be installed and 70km/hr signs removed

-    Rework at Steel Road on SH99 will happen in October and additional reseal sites (Wright’s Bush, Waianawa, Waimatuku, Thornbury) will happen this summer

Waihopai Toetoe Community Board

27 October 2020


Operational Report for Waihopai Toetoe Community Board

Record No:             R/20/9/50411

Author:                      Carolyn Davies, Executive Assistant

Approved by:         Janet Ellis, People and Capability Manager


  Decision                                        Recommendation                                  Information



Purpose of Report

1        The purpose of the report is to update the board on the operational activities in the Waihopai Toetoe Community Board area.



That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Operational Report for Waihopai Toetoe Community Board” dated 13 October 2020.




a             Waihopai Toetoe operational report - October 2020    


Waihopai Toetoe Community Board

27 October 2020


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Waihopai Toetoe Community Board

27 October 2020


Council Report

Record No:             R/20/9/51951

Author:                      Karen Purdue, Community Partnership Leader

Approved by:         Janet Ellis, People and Capability Manager


  Decision                                       Recommendation                                  Information



Chief Executive

Three Waters

1.       Work on the Three Waters reform programme is continuing, with a series of 14 workshops being held in July to explain to the local government sector the reform programme and the conditions attached to receipt of the tranche 1 stimulus funding. All of the 67 eligible local authorities have agreed to ‘opt in’ to the first stage of the reform programme, suggesting that there is wide acceptance across the sector about the need for reform.

2.       To support the work of the joint central and local government steering committee in leading the reform work two new groups are being established. These are a system design group, whose role will be to test issues around overall system and institutional design, entity purpose, ownership, governance, accountability, funding models, etc, and a water technical infrastructure group that will look at the more technical infrastructure issues arising from the reforms.

3.       To progress the work that needs to be considered across Otago and Southland the two mayoral forums are currently considering a proposal to establish a joint committee and establish a secretariat to support a joined-up approach to thinking about the issues arising from the three waters reform process for local government.

4.       In early September the five Hawkes Bay councils released the report that they had commissioned in 2019 to examine the opportunities that might be created by a move to a more integrated regional service delivery model for the delivery of water and wastewater services.

5.       A copy of the full report is available on their three waters review website (

6.       The Hawkes Bay report evaluates five different structural options:

·       enhanced status quo

·       a shared service business unit

·       a management council controlled organisation (CCO)

·       a sub-national CCO which extends beyond Hawkes Bay

·       an asset owning CCO.

7.       It concludes that an asset owning CCO is the most appropriate model when evaluated against the objectives and principles originally set by the Hawkes Bay councils. It also goes on to assess the implications of establishment of such a model on the other council functions including addressing issues relating to, for example, stranded overheads.

8.       While much of the analysis in the report has been ‘superseded’ by the central government three waters reform programme, there are a number of lessons to be drawn from the report that will be of interest to all local authorities.

Future of Local Government

9.       Local Government New Zealand and SOLGM are advancing work to scope a future of local government work stream which will look at the changing role of the sector, 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.

10.     The work stream will have a particular focus on the role of local government in supporting community well-being and how this might further evolve in the future including the relationship between central and local government, the relative importance of the civic leadership role played by the sector and community led development.

11.     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.

Climate Change

12.     Local Government New Zealand (LGNZ) have recently released a report that looks at the approaches being used to adapt to the impacts of climate change on three different communities.

13.     The report is available on the LGNZ website (

14.     The communities included in the case studies are the Ruawai Flats in Kaipara, South New Brighton and Southshore in Christchurch, and South Dunedin.

15.     Although all three case studies focus on the issue of coastal inundation, each of them are at different stages of their climate change adaptation planning work and are effectively having to develop their own policy frameworks to guide their work raising issues around the desirability of developing greater national guidance in the adaptation area.

Environmental Services

Building Solutions

16.     The building solutions team have continued to face challenges with the processing of building consents for the month of August 2020.  Additional funding has been approved by Council to increase capacity and address the core issues experienced by the team.

17.     The current Covid-19 environment has created a greater expectation from the community that buildings very promptly obtain Code Compliance Certificates.  Financial impacts resulting in delays in this space are more noticeable, however with the whole industry working under pressure right now a trend of designers, builders and owners ‘drip feeding’ information into Council has created a large workload and noticeable time delays between Council receiving information and a Code Compliance Certificate being issued.  This is due to repeat requests for information being required before all information is received.

Animal Control

18.     The dog registration process is to be reviewed.  There have been a number of teething problems with the various online/email changes this year, and hence the need to simplify the process to make it as easy as practicable for our customers.

19.     Another example of an animal control issue that struggles to find a regulatory owner has arisen (like cat and geese problems). Alleged feral pigs, that may be being kept, are getting on the road from a property in Blackmount, causing safety concerns. Council along with DoC, the police and Environment Southland all have roles, however in this case an agreement had been reached with the owner that if honoured, should resolve the issue.

Environmental Health

20.     The team has completed the first remote verification.  This is a verification of a food business that is completed using Zoom or similar app. The Ministry of Primary Industries has enabled verifiers to conduct these verifications, as a result of Covid-19.

21.     The team has started work on introducing online applications for alcohol and food licensing applications. Currently applications are mostly completed by hand; and so this will improve the customer experience for those wanting an online option, and increase efficiency.

Resource Management

22.     Covid-19 has not noticeably affected incoming workloads. Incoming resource consent applications remain consistent with the same period in 2019.

23.     Up until the alert level 4 restrictions coming into force, ongoing policy focused work was occurring on the regional work streams for Climate Change, Biodiversity, Landscapes and Natural Character. In the national space, Covid-19 has delayed some anticipated national direction. Particularly, the national policy statements on highly productive land and indigenous biodiversity have been delayed and it is anticipated that they will now be released in April 2021.

24.     Council has endorsed a report to bring forward the review of the landscapes section of the district plan. Work is now underway to understand the unique nature of Southland’s landscapes, cultural values and local areas of significance. There are a number of pieces of work that will inform a review and also a number of conversations with communities and land owners. It is anticipated that a plan change will be notified in the middle of 2021.

25.     SDC was part of the territorial authority reference group providing feedback to the Ministry of the Environment on the proposed NPS on Indigenous Biodiversity and the proposed New Zealand Biodiversity Strategy. Consultation on the NPS for Indigenous Biodiversity closed in March 2020.

26.     Council submitted stating that in its opinion, achieving the requirements of the statement will require a significant body of work identifying potentially significant natural areas, mapping them and revising rules within the district plan to protect and enhance them. It is anticipated that there will be a significant cost associated with this. There is estimated to be 1.7 million hectares of potentially significant biodiversity which equates to 57% of our District. Approximately, 94,000ha of this area is indicated to be on private land. Council has provided input into the LGNZ submission and Council is one of the case study councils forming part of that submission. It was anticipated that the National Policy Statement will likely be gazetted prior to the general election in September but this has been delayed until approximately April 2021.

27.     Resource consent data for the previous few months is below:

·       June – 21 applications received, 26 decisions issued.

·       July - 27 applications received, 28 decisions issued.

·       August – 18 applications received, 29 decisions issued.

Services and Assets

Forestry (IFS)

28.     The financial year 2020/2021 harvesting programme is underway out of Waikaia Block 4. The crop age is 30 years and estimated tonnes are 19,000 with a forecast return of $933,000.

29.     A valuation report has recently been completed including a site visit. The outcome has been a $360,000 revaluation against a budgeted devaluation of $1,570,000. This is primarily due to market price and growth changes.

30.     The Ardlussa Community Board has initiated a discussion about establishing mountain bike trails within the Waikaia forest. Their vision was presented at a recent board meeting and work is underway to scope and outline delivery of this work.

Around the Mountains Cycle Trail

31.     The contract for repairs to the trail, associated with the February flood event, has been awarded to The Roading Company. The contract period is eight weeks and work has commenced on site.

32.     A flood damaged culvert has been identified and work is underway to evaluate the damage and develop a solution.

33.     The New Zealand Cycle Trail board is scheduled to visit Invercargill and the cycle trail in September, providing an opportunity to showcase this activity.


34.     The property disposal of the Ohai bowling club building is underway. The disposal of the former Stewart Island museum and the Hokonui hall has been completed as has the road stopping of the road intersecting the Southern dairy hub and the registration of all documents for the realignment and easements for Ringaringa Road on Stewart Island. Finalising the updated landowner consent for the coastal route boundary adjustments and payment of compensations is also almost complete. Once this is done the legalisation Gazette Notice can be issued.



Strategic Water and Waste

Land and Water Plan Implementation

35.     Environment Southland released their proposed Land and Water Plan in 2017.

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

37.     Interim decisions were released by the Environment Court in late December with a recommendation that further expert conferencing be undertaken in early 2019.

38.     A further hearing was held in mid-June 2020 where evidence was presented on additional information that the courts required Environment Southland to provide based on their interpretation of a number of key principles underpinning the plan. Agreement has now been reached on all outstanding appeals related to the objectives and policies with a further hearing planned to cover all outstanding appeals. At this stage the timing of this is not known.

Project Delivery Team (PDT)

39.     PDT now meeting fortnightly with services and assets managers on works programme.

40.     Currently working with CAMMS to look at options for simplified access for community boards and councillors.

41.     The Te Anau wastewater project is progressing well with design in full swing and contracts now in place.

42.     The first office shift project is now complete with staff moving into 42 Don Street on
7 September 2020.

43.     With Council now approving Winton library project, this will progress quickly into design and consents.

44.     The bridge works programme continues to progress well.

45.     Fencing of waste water ponds is now underway after Covid-19 delays and securing final location agreements with neighbours.

Community Facilities

46.     The community facilities team has been working through the second round of the Long Term Plan workshops with community boards. This has focused on the budgets associated with the opex and capex to meet the levels of service over the period of the plan and follows on from meetings previously held with the boards that highlighted the assets that were within their respective board areas of responsibility.

47.     Three of the mowing tenders are set to go to the Services and Assets committee for approval to be awarded. Direct negotiations are in progress with the incumbent contractors for the Ardlussa Community Board. The remainder of the areas will be packaged up and put out to tender.

48.     We are working through revising the requirements to become an approved contractor with the Health and Safety and Wellbeing Advisor to make sure that our traffic management and STMS obligations are being met.

49.     The asset manager is now looking at progressing the work to get the community facilities assets into Council’s asset management system (IPS).

50.     Community facilities staff are completing projects that were carried forward from last year and starting the projects that are in this year’s capital works programme.

Strategic Transport

National Land Transport Plan

51.     The transport team continues to wait on the release of the final Government Policy Statement on Land Transport 2021 (GPS) to ensure activity plans and funding application align with the GPS strategic direction.

52.     The continued delay of GPS is potentially putting the legislative requirements for the Regional Land Transport Plans (RLTP) at risk. Development of the RLTP is being progressed on the expectation that the strategic direction of the GPS will not change. This means that projects can be developed and included in the draft RLTP without the GPS being finalised.

District Wide Roading Programme

53.     Evaluation of the District-wide resurfacing contracts have been completed and approved by the Services and Assets committee. This activity covers the resurfacing of approximately 3,000,000 m2 of urban and rural roads across the District over the next three years. Contracts have been awarded to Fulton Hogan and Downer.

54.     The 2020/2021 pavement rehabilitation program which consists of approximately 7km of sealed roads has been approved. Procurement of these works is currently underway with the first site expected to be completed prior to Christmas.

Customer Delivery

Customer Support

55.     We answered 3,926 calls in the month of July, with an average wait time for our customers of
21 seconds. We had a steady number of late dog registrations. There are now just 1,086 dogs needing to be registered which will trickle in over the next few weeks.


56.     Alert level 2 has been a challenge for many of our library staff and community members. Our original restrictions for alert level 2 were designed for a short period of time and not a drawn out phase. A fortnight ago, after many great suggestions from our libraries team, we relaxed some of our alert level 2 restrictions to fall in line with other similar libraries of our size and allow for a much easier system to both manage and experience.

57.     During this time at alert level 2, most of our programming has been put on hold to adhere to social distancing requirements, though we have started to allow our adult focused programming to start up again.

58.     We are currently planning for the October school holiday programme in the hopes that the country will be back at alert level 1, however we are cognisant this may not occur and will plan for this possibility as well.

Knowledge Management

59.     While LIM numbers are lower than previous years they continue to trend upward. Over the month of August the team lodged 45 LIM applications and issued 39, compared to only 29 in August 2019. When looking at last year’s numbers you can clearly see a drop started in May 2019 and continued until June 2020.


That the Waihopai Toetoe Community Board:

a)            Receives the report titled “Council Report” dated 16 October 2020.



There are no attachments for this report.  


Waihopai Toetoe Community Board

27 October 2020


Chairperson's Report

Record No:             R/20/10/61789

Author:                      Fiona Dunlop, Committee Advisor

Approved by:         Janet Ellis, People and Capability Manager


  Decision                                        Recommendation                                  Information



Purpose of report

1        The purpose of the report is to provide an update the Waihopai Toetoe Community Board on activities that the chairperson has been involved since the August 2020 meeting.

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

3        Items of interest that the chair is reporting on are as follows:

Chairs meeting

4        A chairs meeting was held on 14 September 2020.  There was a lot of discussion on emerging risks, as the government is fast tracking public sector reforms ie 3 waters which will affect us and our communities.

5        There was a lot of discussion had on what sort of community boards do we want to be.

6        We listened to some good projects being undertaken or investigated by other community boards.  The basis of these are around using reserve funds.

7        Waka Kotahi NZ Transport agency network manager (Southland) Jacob Manson was at the chairs meeting.  Mr Manson advised that they did not receive the funding that was requested for the Edendale corner at Fonterra, and hope to get this funding in the 2021/2022 funding round.  Mr Manson did advise that they are maintaining the level of service required, however I did disagree with him on this.

Meet the principals

8        A “meet the principals” meeting from all the schools in the community board area had been organised.  This had to be postponed due to snow late September and will be rescheduled.

Community Partnership Fund

9        There has been a great response to the Community Partnership Fund with 14 applications received.  All 14 applicants will be heard prior to consideration of the applications to get an understanding on what is going on in our community.  Therefore extra workshop and board meeting have been scheduled to finalise this.

Long Term Plan

10      The Long Term Plan process has been very intense this year, and we have finally got a process around this.  It is great to see some form of structure in place, and for us to actually see what we have planned.

11      The next phase is to make sure the community understand what these plans are, so we can get their input.  This isn't always well articulated in the Long Term Plan documents.  It would be good to see a page in the consultation document dedicated to our community board.


Mowing contracts

12      After not being able to come up with a workable solution for the mowing, this is going out to tender and hopefully there will be a cost reduction.



That the Waihopai Toetoe Community Board:

a)         Receives the report titled “Chairperson's Report” dated 19 October 2020.



There are no attachments for this report.

[1] Local Government Act 2002, s.53