Notice is hereby given that a meeting of the Fiordland Community Board will be held on:

 

Date:

Time:

Meeting room:

Venue:

 

Wednesday, 30 June 2021

2pm

Te Anau Club
Corner Pop Andrew Drive and Jackson Street, Te Anau

 

Fiordland Community Board Agenda

OPEN

 

 

MEMBERSHIP

 

Chairperson

Sarah Greaney

 

Deputy Chairperson

Diane Holmes

 

Members

Mary Chartres

 

 

Benjamin Killeen

 

 

Ryan Murray

 

 

Max Slee

 

 

Councillor Ebel Kremer

 

 

IN ATTENDANCE

 

Chief executive

Cameron McIntosh

Committee advisor

Alyson Hamilton

Community partnership leader

Simon Moran

Community liaison officer

Megan Seator

 

 

Contact telephone: 0800 732 732

Postal address: PO Box 903, Invercargill 9840

Email: emailsdc@southlanddc.govt.nz

Website: www.southlanddc.govt.nz

 

Full agendas are available on Council’s website

www.southlanddc.govt.nz

 

 


Health and safety – emergency procedures

Toilets – The location of the toilets will be advised at the meeting.

 

Evacuation – Should there be an evacuation for any reason please exit via the exits indicated at the venue.

 

Earthquake – Drop, cover and hold applies in this situation and, if necessary, once the shaking has stopped we will evacuate the building to a safe location.

 

Phones – Please turn your mobile devices to silent mode.

 

Recording - These proceedings may be recorded for the purpose of live video, both live streaming and downloading.  By remaining in this meeting, you are consenting to being filmed for viewing by the public.

 

Covid QR code – Please remember to scan the Covid Tracer QR code.

 

 


 

Terms of Reference – Community Boards

 

TYPE OF COMMITTEE

Community board

RESPONSIBLE TO

Council

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.

SUBCOMMITTEES

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

LEGISLATIVE BASIS

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.

MEMBERSHIP

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.

FREQUENCY OF MEETINGS

Every second month but up to ten ordinary meetings a year

QUORUM

Not less than four members

KEY FUNCTIONS

           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.

DELEGATIONS

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.

 

Advocacy

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.

LIMITS TO DELEGATIONS

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.

CONTACT WITH MEDIA

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.

REPORTING

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.

 

 


Fiordland Community Board

30 June 2021

 

TABLE OF CONTENTS

 

ITEM                                                                                                                                                                                  PAGE

Procedural

1             Apologies                                                                                                                                                              13

2             Leave of absence                                                                                                                                               13

3             Conflict of interest                                                                                                                                            13

4             Public forum                                                                                                                                                        13

5             Extraordinary/urgent items                                                                                                                         13

6             Confirmation of minutes                                                                                                                               13

Reports

7.1         Destination Fiordland - transfer of residual funds to Great South                                          21

7.2         Project Scope Confirmation - 2021/2022 Locally Funded Projects                                         51

7.3         Summary of feedback on the proposal to name the un-named reserve in Fergus Square to Frana Cardno Reserve.                                                                                                                                   77

7.4         Fiordland Community Partnership Fund - May 2021 allocations                                            85

7.5         Fiordland Community Partnership Fund - funding rounds and criteria from 1 July 2021                                                                                                                                                                                  109

7.6         Chairperson's report                                                                                                                                     113

7.7         Operational Report for Fiordland Community Board                                                                 115

7.8         Community leadership report                                                                                                                 127

7.9         Council report                                                                                                                                                  133

 

 


1          Apologies

 

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

 

2          Leave of absence

 

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

 

3          Conflict of interest

 

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

 

4          Public forum

 

Notification to speak is required by 12noon at least one clear day before the meeting. Further information is available at www.southlanddc.govt.nz or by phoning 0800 732 732.

 

5          Extraordinary/urgent items

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

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

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

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

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

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

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

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

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

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

 

6          Confirmation of minutes

6.1             Meeting minutes of Fiordland Community Board, 13 April 2021


 

Fiordland Community Board

 

OPEN MINUTES

 

 

Minutes of a meeting of Fiordland Community Board held in the Community Room, Fiordland Health Centre, 25 Luxmore Drive Te Anau on Tuesday, 13 April 2021 at 2pm.

 

present

 

Chairperson

Sarah Greaney

 

Deputy Chairperson

Diane Holmes

 

Members

Mary Chartres

 

 

Benjamin Killeen

 

 

Ryan Murray

 

 

Councillor Ebel Kremer

 

 

 

APOLOGIES

 

Max Slee

 

 

 

IN ATTENDANCE

 

Committee Advisor

Alyson Hamilton

Community Liaison Officer

Megan Seator

 


1             Apologies

 

There was an apology from Max Slee.

 

Resolution

Moved Ryan Murray, seconded Deputy Chairperson Holmes  and resolved:

That the Fiordland 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

 

Mark Wallace

Mark Wallace addressed the meeting advising of parking issues at Te Anau Downs and issues with the boat ramp facility in this area.

 

Mr Wallace advised there is limited space for vehicular parking and suggested clear signage was required to indicate to users the appropriate parking areas.

 

Mr Wallace also raised issues relating to larger boats having difficulty launching at the ramp and suggested an extension / dredging to the ramp is required. Mr Wallace further suggested the possibility of placing a jetty in the area.

 

The Chair expressed appreciation to Mr Wallace for his attendance at the meeting and the presentation to the Board advising this issue will be referred to staff and a response to be provided to the board in due course.

 

Irene Barnes

Irene Barnes addressed the meeting expressing concern at the recent postponement of the opening of the Frana Cardno memorial due to the opposition towards the proposed naming of the reserve area where the memorial has been placed to Frana Cardno reserve, supporting a speedy solution to resolve this issue.

 

The Chair expressed appreciation to Mrs Barnes for her attendance at the meeting and the presentation to the Board advising discussion will be undertaken on this matter going forward.

 


 

5             Extraordinary/Urgent Items

 

There were no Extraordinary/Urgent items.

 

 

6             Confirmation of Minutes

 

Resolution

Moved Benjamin Killeen, seconded Ryan Murray  and resolved;

That the Fiordland Community Board confirms the minutes of the meeting held on 17 February 2021 as a true and correct record of that meeting.

 

Reports

 

 

7.1

Operational Report for Fiordland Community Board

Record No: R/21/3/12433

 

Community liaison officer - Megan Seator was in attendance for this item.

 

Mrs Seator advised the purpose of the report was to update the board on the operational activities in the board area.

 

Discussion was held on the following topics:

 

  • comparison of RFS data from a previous report and potential trends
  • street lighting along Sandy Brown Road

 

 

Resolution

Moved Deputy Chairperson Holmes, seconded Mary Chartres  and resolved:

That the Fiordland Community Board:

a)            Receives the report titled “Operational Report for Fiordland Community Board” dated 29 March 2021.

 

 

7.2

Community Leadership Report

Record No: R/21/3/11713

 

Community liaison officer - Megan Seator was in attendance for this item.

 

 

Resolution

Moved Ryan Murray, seconded Deputy Chairperson Holmes  and resolved:

That the Fiordland Community Board:

a)            Receives the report titled “Community Leadership Report” dated 31 March 2021.

 

7.4

Community Service Awards - Procedures and Guidelines

Record No: R/21/3/8749

 

Community liaison officer - Megan Seator was in attendance for this item.

 

 

Resolution

Moved Deputy Chairperson Holmes, seconded Mary Chartres  and resolved:

That the Fiordland Community Board:

a)            Receives the report titled “Community Service Awards - Procedures and Guidelines” dated 2 March 2021.

 

 

Public Excluded

 

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

Resolution

Moved Deputy Chairperson Holmes, seconded Ryan Murray  and resolved:

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

C8.1 Unbudgeted Expenditure Report for Obtaining Subdivision Consents for the Luxmore Residential and Industrial Developments

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

 

General subject of each matter to be considered

Reason for passing this resolution in relation to each matter

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

 

Unbudgeted Expenditure Report for Obtaining Subdivision Consents for the Luxmore Residential and Industrial Developments

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

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

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 the Committee Advisor - Alyson Hamilton, Community Liaison Officer - Megan Seator and Property Services Manager – Kevin McNaught be permitted to remain at this meeting, after the public has been excluded, because of their knowledge of the items C8.1 Unbudgeted Expenditure Report for Obtaining Subdivision Consents for the Luxmore Residential and Industrial Developments. 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.

 

 

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 public were excluded at 3.14pm.

 

The meeting returned to open session at 3.20pm.

 

The meeting adjourned for afternoon tea at 3.20pm and reconvened at 3.30pm.

 

Chairperson Greaney, Deputy Chairperson Diane Holmes, Mary Chartres, Benjamin Killeen, Ryan Murray and Councillor Kremer were present when the meeting reconvened.

 

 

7.3

Chairperson's Report

Record No: R/21/3/13762

 

Chair Greaney spoke to her report.

 

Chairperson Greaney drew a number of issues to the attention of the board including:

 

  • confirm contents of submission to the Council LTP
  • advice of project in the 2021/2022 financial year to install a memorial wall at the Lynwood Cemetery.

The board agreed that prior to a decision being made further consultation was required.

  • advice of review being scheduled for the Manapouri Foreshore reserve management plan and potential timeframes to undertake this review.

The board requested staff provide information on the process/timeframe involved for this review.

 

Councillor Kremer updated on meetings he has attended and activities that he has been involved including:

 

  • meeting with the Tourism Minister the Honourable Stuart Nash who identified Fiordland as one of the major tourist areas affected by Covid-19
  • possibility of obtaining funding from the Tourism Infrastructure Fund (TIF) for the Te Anau waste water scheme.

 

 

Resolution

Moved Chairperson Greaney, seconded Deputy Chairperson Holmes  and resolved:

That the Fiordland Community Board:

a)      Receives the report titled “Chairperson's Report” dated 30 March 2021.

 

 

 

 

 

 

The meeting concluded at 4.12pm                        CONFIRMED AS A TRUE AND CORRECT RECORD AT A MEETING OF THE Fiordland Community Board HELD ON TUESDAY 13 APRIL 2021.

 

 

 

DATE:............................................................................................

 

 

 

CHAIRPERSON:........................................................................

 


Fiordland Community Board

30 June 2021

 

Destination Fiordland - transfer of residual funds to Great South

Record no:              R/21/6/36126

Author:                      Simon Moran, Community partnership leader

Approved by:          Cameron McIntosh, Chief executive

 

  Decision                                        Recommendation                                 Information

 

 

 

Purpose

1        To request that the Fiordland community board recommend to Council the transfer to Great South of residual funds it holds in trust from the liquidation of Destination Fiordland.

Executive summary

2        The Fiordland community board is named in Destination Fiordland’s constitution as the recipient of any residual funds to hold in trust if that organisation liquidated, which is in the process of occurring.

3        Destination Fiordland was, and Great South is, a regional tourism organisation (RTO) which is now fulfilling that role for the Fiordland area alongside its responsibilities for the wider Southland region. Therefore, the board is being asked to consider recommending to Council that it transfer all of Destination Fiordland’s residual funds to Great South so that it can apply them to marketing and programmes that will continue the type of work that was previously being done.

4        Staff recommend that the Board, subject to the conditions outlined in this report, recommend to Council that the residual funds, once known, are transferred in full to Great South.

 

Recommendation

That the Fiordland Community Board:

a)         receives the report titled “Destination Fiordland - transfer of residual funds to Great South” dated 24 June 2021.

 

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)         endorses that the transfer of the funding is subject to an agreement with Great South to do the following –

·    ring-fence the funds to be used only for supporting tourism in Fiordland in line with the objectives of Destination Fiordland’s constitution.

·    provide an annual report to the Fiordland Community Board, by August each year, on how the funds have been spent and/or is intended to be spent until such time as the value of the transfer funds has been fully used.

 

e)         recommends to Council that it approve the transfer of all residual funds received by the Fiordland Community Board from the liquidation of Destination Fiordland Inc to Great South in accordance with resolution (d).

 

 

 

Background

5        The regional tourism organisation ‘Destination Fiordland’ was an incorporated society that had the following objects stated in its constitution –

3.   Objects

The objects and assets of Destination Fiordland both capital and income from time to time arising at the members’ absolute discretion shall be used to further the following purposes and objects:

3.1     To facilitate initiatives for the marketing of the District and the surrounding environment as a visitor destination.

3.2     To effectively market Fiordland’s natural, cultural and historical assets to domestic and international markets so that Fiordland has a sustainable year round visitor flow.

3.3     To improve Fiordland’s visitor industry product development, business skills and workforce to effectively meet the needs of visitors and enhance visitor experience.

3.4     To ensure that visitor industry growth is managed in a sustainable manner that is sensitive to Fiordland’s natural, cultural and historic environments.

3.5     To hold membership of organisations and joint ventures that furthers the interests of Destination Fiordland.

3.6     To monitor any proposed legislation, regulations, bylaws or other rules or regulations which affect the interests of Destination Fiordland’s members and the District with a view to making representations and submissions where appropriate.

3.7     To procure and disseminate information and benefits that may be helpful to members.

3.8     To encourage and provide education and training, including individuals and institutions in support of the visitor industry in the District.

3.9     To promote good fellowship and encourage co-operation amongst its members.

3.10   To encourage community pride and community participation by the establishment and operation of community events within the District.

3.11   To confer, liaise and communicate with all other persons, organisations and public bodies in New Zealand and elsewhere to promote and advance the objects of Destination Fiordland.

3.12   To do all such things as are incidental or conducive to the attainment of the above objects or any of them and to promote any other activity not repugnant to these objects.

6        Destination Fiordland held a special general meeting on 22 December 2020, and resolved that Destination Fiordland Incorporated proceed with actions to transition the function of the RTO to Great South and to liquidate the incorporated society as per the constitution.

7        A further special general meeting was held on 23 March 2021 at which its members at the meeting unanimously voted to approve that Destination Fiordland Incorporated be put into liquidation on 31 March 2021 and that Insolvency Management be appointed as the liquidator.

8        In accordance with the constitution a third and final meeting is required to conclude the process of placing Destination Fiordland in liquidation. It is anticipated that it will be held in early July 2021.

9        Following that meeting all Destination Fiordland assets will be placed in the hands of the liquidator and when the liquidation process is finalised all residual funds will be transferred to the Fiordland community board as per clause 23.3 of the constitution, detailed below:

23        Liquidation and disposal of funds

23.1     If in the opinion of the management committee it shall become no longer possible or feasible to carry out the objects of Destination Fiordland then Destination Fiordland may at an Annual General Meeting or General Meeting by resolution liquidate Destination Fiordland and appoint a liquidator.  No resolution liquidating Destination Fiordland shall take effect unless it has been passed by a two-thirds majority of the members of Destination Fiordland personally present and entitled to vote at such meeting and entitled to vote and only after three months notice of intention to move such resolution has been given in the manner provided in Rule 19.6.

23.2     Such liquidation shall not take effect unless at a subsequent General Meeting of Destination Fiordland called for that purpose.  (Such meeting to be held not earlier than thirty (30) days after the date of the meeting declaring such liquidation).  Such liquidation is confirmed by resolution to that effect carried by a simple majority of those members personally present and entitled to vote.

23.3     If upon liquidation there remains after satisfaction of all debts and liabilities any property whatsoever the same shall not be paid to or distributed amongst the members or Management Committee members, but shall be given or transferred to the Te Anau community board to be held in trust and used for the promotion of the District.

10      At this stage it is not clear how long the liquidation process will take, nor the exact amount of funds that are to be transferred until it has been completed.

Issues

Great South

11      Great South is the regional tourism organisation for Southland and have now taken over that role for Fiordland as well. Transferring the residual funds to Great South in full would therefore enable efficient and continued support of the area’s tourism.

12      If the liquidation of Destination Fiordland meant that there was no regional tourism organisation for the Fiordland area then it would make sense for the Fiordland community board to retain control of the residual funds. Great South however, will be fulfilling the same tourism role as Destination Fiordland used to so it seems reasonable that both the funding and the control of that funding should pass to that organisation subject to conditions relating to management and reporting.

Management and reporting

13      The Fiordland community board has consistently stated that it needs to ensure that the governance decisions it makes are financially prudent. Therefore, it is recommended that the community board endorse making the transfer of residual funds in full, subject to Council approval, and the written agreement of Great South with at least the following two conditions.

i.   that the funds will be ring-fenced for supporting tourism in Fiordland in line with the objects of Destination Fiordland’s constitution.

ii.  that an annual report to the Fiordland community board, by August each year, on how the money has been spent and/or is intended to be spent until such time as the value of the transfer funds has been used.

Factors to consider

Legal and statutory requirements

14      A question that has been considered by Council’s policy staff is whether the community board can transfer the entire amount of any funds that it will be managing in trust as a result of the liquidation clauses in Destination Fiordland’s constitution. The position has been reached that it is possible.

15      As the board does not have the delegated authority to enter into agreements and financial commitments on behalf of Council, the decision is still subject to Council approving a resolution of the Fiordland community board recommending that Council transfer the funds in full. 

Community views

16      In this instance it is the view of Destination Fiordland’s previous membership that ensuring funds are utilised for the promotion of the Fiordland area and district is of key importance, as much of the funding reserve is likely to include an element of membership fees.

17      It is clear from the minutes of the two special general meetings held with Destination Fiordland members to date, that members have voted in favour of liquidation and the transfer of residual funds to the Fiordland community board therefore follows as a consequence of the provisions set out in their constitution.

Costs and funding

18      There are no additional costs associated with the transfer of residual funding to Great South from Destination Fiordland, held in trust by the Fiordland community board.

Policy implications

19      There are no policy implications.

Analysis

Options considered

20      There are three options to consider in this report:

Option 1: to transfer the residual funding in full to Great South

Option 2: to transfer the funding in part to Great South and retain the remainder in trust

Option 3: to not transfer any of the funding to Great South and remain in trust with the Board

Analysis of options

Option 1 – to transfer the residual funding in full to Great South

Advantages

Disadvantages

·        no costs and time associated with managing and allocating the funds will be incurred by the board and council staff

·        on-going marketing and promotion of the Fiordland area will continue through the regional tourism organisation Great South

·        the transfer of residual funds in full to Great South is in keeping with the wishes of the Destination Fiordland members

·        additional funding opportunities will be sought and leveraged, through Great South for the promotion of the area

·        there is no direct control over how the funds are spent or what they are spent on.

 

Option 2 – to transfer the funding in part to Great South and retain the remainder in trust

Advantages

Disadvantages

·        there is still some oversight that the board can exercise over how the funds are spent and what they are spent on.

·        there are ongoing costs and time associated with managing and allocating the funds for the board and Council staff

·        each allocation is likely to require supporting reports to the board

·        the funds may not be spent on the most effective projects/programmes to support tourism operators and the community

 

Option 3 – to not transfer any of the funding to Great South and remain in trust with the Board

Advantages

Disadvantages

·        the board has complete oversight over how the funds are spent and what they are spent on

·        there are ongoing costs and time associated with managing and allocating the funds for the board and council staff

·        each allocation is likely to require supporting reports to the board

·        the funds may not be spent on the most effective projects/programmes to support tourism operators and the community and/or integrated with Great South as the regional tourism organisation for Southland.

 

Assessment of significance

21      This recommendation is not considered significant in relation to the Council’s Significance and Engagement Policy.

Recommended option

22      It is recommended that the Fiordland community board choose Option 1 and recommend to Council the transfer of all residual funding in full from Destination Fiordland to Great South and that the money be used for the same type of activities as described in the objects of Destination Fiordland’s constitution.

Next steps

23      Staff will prepare a report for Council to approve the community board’s recommendation.

24      If Council approve the transfer of residual funds in full, staff will arrange for the transfer of the funds to Great South.

25      Council staff will advise Great South of the recommendation made by the Fiordland community board and obtain its written agreement to the conditions recommended.

26      Staff will advise Destination Fiordland’s committee and liquidator of the Council’s decision.

 

Attachments

a             Destination Fiordland - Constitution    

 


Fiordland Community Board

30 June 2021

 

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Fiordland Community Board

30 June 2021

 

Project Scope Confirmation - 2021/2022 Locally Funded Projects

Record No:             R/21/6/26413

Author:                      Mark Day, Community Facilities Manager

Approved by:          Nick Hamlin, Group manager programme delivery

 

  Decision                                        Recommendation                                 Information

 

 

 

Purpose

1        The purpose of this report is to seek approval from the Fiordland Community Board for the scope of the locally funded projects within their board area that will be delivered in the 2021/2022 financial year.

Executive summary

2        The Fiordland community have a number of community funded projects that have been approved in the Long Term Plan to be delivered in the 2021/2022 financial year.

3        The community board has the delegation to approve the scope of locally funded projects. Refer to the policy implications below.

4        With an increase in the number of both locally and district funded projects identified in the 2021-2031 Long Term Plan, staff are working to improve the efficiency of delivery.

5        One of the ways staff are seeking to achieve increased efficiency is to ensure projects are scoped and approved ahead of the year identified for delivery. In doing so, staff consider the primary advantage is the early identification of required internal and external resources and supplies enabling timely programming and procurement. Staff consider this approach will provide the best opportunity to deliver the committed works programme.

6        The scoping documents relevant to the Fiordland Community Board delegation are attached to this report.

 

 

 

Recommendation

That the Fiordland Community Board:

a)            Receives the report titled “Project Scope Confirmation - 2021/2022 Locally Funded Projects” dated 22 June 2021.

 

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)           Agrees to approve the scope of the projects identified (as indicated below) with the details defined in the attachments to the staff report:

 

i)          P-10808 Boat harbour playground equipment renewal

ii)        P-10811 Henry street playground equipment renewal

iii)       P-10883 Te Anau urban development investigation project

iv)       P-10884 View street carpark development

v)        P-10878 Steamers beach boat ramp refurbishment

vi)       P-10879 Boat harbour public boat ramp refurbishment

vii)      P-10882 Pearl harbour boat ramp investigation

viii)    P-10669 Pearl harbour gabion basket replacement

ix)       P-10900 and P-10910 Footpath programme 2021-2022

x)        P-10920 Streetlight LOS programme 2021 -2022

 

 

Background

7        The Fiordland community have a number of community funded projects that have been approved in the Long Term Plan to be delivered in the 2021/2022 financial year.

8        The community board has the delegation to approve the scope of locally funded projects. Refer to the policy implications below.

9        With an increase in the number of both locally and district funded projects identified in the 2021-2031 Long Term Plan, staff are working to improve the efficiency of delivery.

10      One of the ways staff are seeking to achieve increased efficiency is to ensure projects are scoped and approved ahead of the year identified for delivery. In doing so, staff consider the primary advantage is the early identification of required internal and external resources and supplies enabling timely programming and procurement. Staff consider this approach will provide the best opportunity to deliver the committed works programme.

11      The scoping documents relevant to the Fiordland Community Board delegation are attached to this report.

12      Staff worked with the community board to discuss and identify projects at their workshops as part of the planning for the inclusion in the 2021-2031 Long Term Plan.

13      The community board chairperson was sent the list of the projects that the community facilities team are responsible for in the 2021/2022 financial year for their information on 19 April 2021. This included both local and district funded projects.

14      Project scope definitions have been sent out in May 2021 prior to the board meeting.

15      The footpath projects have been discussed with the community board at their meeting held on 19 April 2021.

16      The projects were consulted on through the 2021-2031 Long Term Plan review process.

Factors to consider

Legal and statutory requirements

17      None.

Community views

18      The projects that are covered in the attached scoping documents have been included within the 2021-2031 Long Term Plan and subsequently consulted on. Each of these projects were developed and submitted as part of the LTP in conjunction with the community board. As such, community views are considered to have been well canvassed.

19      Staff note that there was a general district wide submission regarding the playground projects received through the LTP consultation process. There were a number of specific submissions in relation to the proposed town centre and foreshore development, the Henry Street playground, the boat ramp projects and the View Street car park and path development.

Costs and funding

20      These projects have all been identified in the approved 2021-2031 Long Term Plan and will be funded by way of reserves, loans or a combination of both.

Policy implications

21      For projects within the Long Term Plan the delegation manual, states under service delivery, local activities

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

·    section 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.

22      For district funded projects refer to the delegation manual under advocacy

·    section 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).

23      The community board can make a recommendation to Council on district funded projects.

Analysis of options

Option 1 - Agrees to approve the scope of the projects identified in the attachments to this report

i.          P-10808 Boat harbour playground equipment renewal

ii.         P-10811 Henry street playground equipment renewal

iii.       P-10883 Te Anau urban development investigation project

iv.       P-10884 View street carpark development

v.         P-10878 Steamers beach boat ramp refurbishment

vi.       P-10879 Boat harbour public boat ramp refurbishment

vii.      P-10882 Pearl harbour boat ramp investigation

viii.     P-10669 Pearl harbour gabion basket replacement

ix.       P-10900 and P-10910 Footpath programme 2021-2022

x.         P-10920 Streetlight LOS programme 2021 -2022

 

Advantages

Disadvantages

·        all projects have an approved scope and can be procured and delivered appropriately.

·        none identified.

 

Option 2 – Does not agree to approve the scope of the projects identified in the attachments to this report

i.          P-10808 Boat harbour playground equipment renewal

ii.         P-10811 Henry street playground equipment renewal

iii.       P-10883 Te Anau urban development investigation project

iv.       P-10884 View street carpark development

v.         P-10878 Steamers beach boat ramp refurbishment

vi.       P-10879 Boat harbour public boat ramp refurbishment

vii.      P-10882 Pearl harbour boat ramp investigation

viii.     P-10669 Pearl harbour gabion basket replacement

ix.       P-10900 and P-10910 Footpath programme 2021-2022

x.         P-10920 Streetlight LOS programme 2021 -2022

 

Advantages

Disadvantages

·        none identified.

·        the projects may not be able to be delivered within the designated financial year.

 

Assessment of significance

24      The assessment of significance needs to be carried out in accordance with Council’s Significance and Engagement Policy.  The Significance and Engagement Policy requires consideration of the impact on social, economic or cultural wellbeing of the region and consequences for people who are likely to be particularly affected or interested. Community views have been considered throughout this process thus the proposed decision is not considered significant.

Recommended option

25      The staff recommendation is option 1.

 

Attachments

a             Project definition scope P-10669 Manapouri Gabion Baskets Scope

b             Project definition scope P-10808 Boat Harbour playground - Equipment replacement play

c             Project definition scope P-10878 Steamers beach boat ramp

d            Project definition scope P-10879 Te Anau Boat Harbour boat ramp

e             Project definition scope P-10882 Pearl Harbour Boat Ramp

f             Project definition scope P-10883 Te Anau Urban Development Investigation

g            Project definition scope P-10884 Manapouri View Street car park development

h            Project Scope P-10900  P-10910 Footpath Programme 2021-2022 (Fiordland - Te anau)

i              Project Scope P-10920 Streetlight LOS Programme 2021-2022 (Fiordland)    

 


Fiordland Community Board

30 June 2021

 

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30 June 2021

 

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30 June 2021

 

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30 June 2021

 

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30 June 2021

 

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30 June 2021

 

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Fiordland Community Board

30 June 2021

 

Summary of feedback on the proposal to name the un-named reserve in Fergus Square to Frana Cardno Reserve.

Record No:             R/21/5/25199

Author:                      Simon Moran, Community partnership leader

Approved by:          Matt Russell, Group manager services and assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        To provide the Fiordland Community Board with a summary of the feedback received from the recent engagement.

 

Recommendation

That the Fiordland Community Board:

a)            Receives the report titled “Summary of feedback on the proposal to name the un-named reserve in Fergus Square to Frana Cardno Reserve.” dated 24 June 2021.

 

 

 

Background

2        Attached is a copy of the report provided to the Te Anau Community Board at its meeting of 29 August 2018 which contains the information on which the original decision was based.

3        In essence though, it was considered that the reserve had not formally been named and that it was the board’s decision whether or not it chose to approve a name for it.

Issues

4        Obviously there has been a reasonable amount of community interest in Te Anau Community Board’s decision and this board has chosen to elicit the views of the community through both web-based and hard copy surveys. A summary of the survey results is presented below and the question for the board now that it has received this feedback from the community is what it wishes to do as a result.

Factors to Consider

Legal and Statutory Requirements

5        The Te Anau Community Board resolved to change the name of the un-named recreational reserve to Frana Cardno Reserve. If the decision of the Fiordland Community Board is to do something different then it should confirm that through a resolution of this board.

Community Views

6        The following is a summary of the engagement responses from those people who provided their name as requested.

Number of responses

·        380 responses were received

·        322 responses provided the name and in most cases the address of the respondent

·        35 responses provided no name or address and are therefore not included in the table below

·        23 responses were duplicates and if it stated the name and address then it has been included in the table but only once.

What people wanted it named

·        69 respondents wanted it named Cardno Reserve

·        199 respondents wanted it named Fergus Square Park

·        53 respondents wanted something else

o   there were a variety of comments suggesting other names including Frana Cardno Reserve, to leave it un-named and continue to refer to the area as Fergus Square, to name it Fergus Square, Mahana Park, George Senior Reserve and The Ferg.

Any other comments

·        there were a wide variety of comments received with the largest number of people suggesting the library could be renamed versions of the Frana Cardno Memorial Library (42) although others (2) had contrary views regarding the key people involved in the library and that they should be recognised such as Dr Walker, Marilyn Hunter and the MacGregors

·        A few others suggested recognising Frana’s contribution to the area by way of a street name or naming another reserve area.

Memorial poles

·        of the responses where there was a specific comment on the memorial poles

o   8 stated they should stay

o   27 stated they should be moved to a more appropriate location (many considered this to be in town with the Village Green at the library featuring strongly). ‘Appropriateness’ was generally either linked to setting or alternatively to prominence and the ability for them to be seen by more people

o   6 believed they should be removed altogether.

Oraka Aparima Runanga

7        The board asked that the views of mana whenua be sought. A neutral response was received regarding the renaming along with a comment that the previous road name ‘Mahana’ was unlikely to have any specific iwi links.

Next Steps

8        The board should receive this report and consider what its next actions are.

 

Attachments

a             Te Anau Community Board Report - 29 August 2018    

 


Fiordland Community Board

30 June 2021

 

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Fiordland Community Board

30 June 2021

 

Fiordland Community Partnership Fund - May 2021 allocations

Record No:             R/21/6/33673

Author:                      Megan Seator, Community liaison officer

Approved by:          Matt Russell, Group manager services and assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is for the Fiordland Community Board to allocate funding for the May 2021 round of the Fiordland Community Partnership Fund.

Executive Summary

2        A total of six applications have been received for the May 2021 funding round of the Fiordland Community Partnership Fund.  The application forms are included as an attachment to this report.  Please note that the attachments to the applications (including financials) are not attached to this report as they contain information sensitive to applicants’ privacy.  These attachments were provided to the community board with the applications for their perusal prior to the meeting.

3        The Fiordland Community Board has $33,461 available to allocate for the Fiordland Community Partnership Fund in the 2020/2021 financial year.

4        In the September 2020 round of the Fiordland Community Partnership Fund $12,063 was granted and in the January round $3,705 was granted.

5        This leaves $17,693 available to distribute for the May 2021 funding round.

 

Recommendation

That the Fiordland Community Board:

a)        Receives the report titled “Fiordland Community Partnership Fund - May 2021 allocations” dated 23 June 2021.

 

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)        Receives applications from the following:

 

1.    Te Anau Football Club (soccer)

2.    Fiordland Community Garden Charitable Trust

3.    Te Anau Waitangi Charitable Trust

4.    Deep Cove Outdoor Education Trust

5.    The Key Playcentre

6.    Te Anau Rugby Club

 

e)        Approves/Declines a grant of $6,222.22 to the Te Anau Football Club (soccer) to assist with operational costs towards the establishment of the club.

 

f)         Approves/Declines a grant of $2,500 to the Fiordland Community Garden Charitable Trust towards the costs associated with delivering gardening, waste minimisation, healthy living and cooking workshops over the next twelve months.

 

g)        Approves/Declines a grant of $5,000 to the Te Anau Waitangi Charitable Trust towards the costs to deliver the Waitangi Day community event in Te Anau.

 

h)        Approves/Declines a grant of $5,000 to the Deep Cove Outdoor Education Trust towards the cost of installing a walk-in chiller at their hostel kitchen.

 

i)          Approves/Declines a grant of $500 to the Key Playcentre towards a new mural at the entrance.

 

j)          Approves/Declines a grant of $3,000 to the Te Anau Rugby Club towards new fencing.

 

Background

6        Southland District Council’s community assistance activity seeks to contribute to a District of ‘proud, connected communities that have an attractive and affordable lifestyle’ by enabling Southland’s communities to be desirable places to live, grow up, work, run a business, raise a family and enjoy a safe and satisfying life. Through providing financial assistance by way of grant funding, community groups and individuals are supported to undertake their desired activities.

7        A review of the community assistance activity was completed in early 2019. The purpose of this review was to ensure that Council is providing assistance in a considered and prudent manner to ensure efficient and effective outcomes for the communities they support.

8        It was recommended that there should be a significant change in the way that Council administers the Community Initiatives Fund. Subsequently, in July 2019 Council resolved to disestablish the Community Initiatives Fund and to establish the Community Partnership Fund whereby the nine community boards in the District will allocate funding directly to their communities.

9        The Fiordland Community Board set the following criteria for the Fiordland Community Partnership Fund:

·    The fund is available to not-for-profit community organisations. Community organisations may be a legal entity or an informal group. Regardless of their legal status the group must have their own bank account.

·    Applicants may apply for $500 - $5000.

·    Applications to the fund must:

a)   have alignment with the Fiordland Community Futures Plan and/or the four community well-beings (social, economic, environmental, cultural)

b)   show some degree of self-contribution or fundraising

·    The following will not be considered:

a)   funding for individuals

b)   applications for salaries, catering or room hire

c)   funding for pecuniary gain

 

Applications received

1

Te Anau Football Club (soccer)

 

Requests funding for operational costs towards the establishment of the club including goals, nets, balls, and a first aid kit. Additional assistance is requested to cover unpaid fees, the cost of using showers, travel, and any further funding to support the club.

 

Total Project Cost 

$6,222.22

 

Amount Requested

$6,222.22

 

2

Fiordland Community Garden Charitable Trust

 

Requests funding towards the costs associated with delivering gardening, waste minimisation, healthy living and cooking workshops over the next twelve months.

 

Total Project Cost 

$2,504.86

 

Amount Requested

$2,500

 

3

Te Anau Waitangi Charitable Trust

 

Requests funding towards the costs to deliver the Waitangi Day community event in Te Anau including a concert, hangi, speakers and associated administration costs.

 

Total Project Cost 

$57,090

 

Amount Requested

$5,000

 

4

Deep Cove Outdoor Education Trust

 

Requests funding towards the cost of installing a walk-in chiller at their hostel kitchen.

 

Total Project Cost 

$8,945

 

Amount Requested

$5,000

 

5

The Key Playcentre

 

Requests funding towards a new mural at the entrance.

 

Total Project Cost 

$2,200

 

Amount Requested

$500

 

6

Te Anau Rugby Club

 

Requests funding towards new fencing at the rugby fields to meet health and safety requirements of the New Zealand Rugby Union.

 

Total Project Cost 

$5,982.40

 

Amount Requested

$3,000

 

Recommendations

10      The recommendations outline the amounts requested in the applications. Staff recommend that the Fiordland Community Board consider each application individually and determine the level of funding they wish to allocate.

Issues

11      There are no issues to consider.

Factors to Consider

Legal and Statutory Requirements

12      There are no legal or statutory requirements to consider.

Community Views

13      The community board, as representatives of the Fiordland Community Board area will consider each application and how it benefits the communities in Fiordland.

Costs and Funding

14      The Fiordland Community Board has $17,693 available to distribute for the May 2021 funding round of the Fiordland Community Partnership Fund.

Policy Implications

15      There are no policy implications.

Analysis

Options Considered

16      The options for consideration are to allocate funding pursuant to the funding criteria set by the community board or decline the applications.

Analysis of Options

Option 1 – Allocates funding pursuant to the funding criteria set by the community board

Advantages

Disadvantages

·        support community groups to achieve local initiatives

·        there are no disadvantages

 

Option 2 – Declines the applications

Advantages

Disadvantages

·        there are no advantages

·        no funds awarded could hinder the progress of community-led development due to lack of financial support

 

Assessment of Significance

17      This is not considered significant.

Recommended Option

18      The recommended option is “option 1 - allocates funding pursuant to the funding criteria set by the community board”.

Next Steps

19      Advise applicants of the outcome of the funding allocations.

 

Attachments

a             Fiordland Community Partnership Fund - May 2021 - All application forms    

 


Fiordland Community Board

30 June 2021

 

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Fiordland Community Board

30 June 2021

 

Fiordland Community Partnership Fund - funding rounds and criteria from 1 July 2021

Record no:              R/21/5/25733

Author:                      Megan Seator, Community liaison officer

Approved by:          Matt Russell, Group manager services and assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose

1        The purpose of this report is for the Fiordland Community Board to discuss and confirm the number of funding rounds and funding criteria for the Fiordland Community Partnership Fund effective from 1 July 2021.

Executive summary

2        The Fiordland Community Partnership Fund has completed its first year with three funding rounds (September 2020, January 2021, May 2021).

3        $33,461 was available to be distributed to various applicants in the Fiordland Community Board area in the 2020/2021 financial year.

4        For the 2021/2022 financial year, the amount available to distribute is $31,542.

5        It is therefore timely that the Fiordland Community Board take this opportunity to review the funding rounds and criteria for the Community Partnership Fund for the next financial year.

 

Recommendation

That the Fiordland Community Board:

a)        receives the report titled “Fiordland Community Partnership Fund - funding rounds and criteria from 1 July 2021” dated 21 June 2021.

 

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)        Agrees to continue with the funding criteria set by the Tuatapere Te Waewae Community Board as follows:

·    Applicants may apply for $500 - $5000 in funding.

·    This fund is available to not-for-profit community organisations.

·    Community organisations may be a legal entity or an informal group. Regardless of their legal status the group must have their own bank account.

·    Applications to the fund must:

-      have alignment with the Fiordland Community Futures Plan and/or the four community well beings (social, economic, environmental, cultural)

-      show some degree of self-contribution or fundraising

·    The following will not be considered:

-      funding for individuals

-      applications for salaries, catering or room hire

-      funding for pecuniary gain

·    Applications for funding involving capital works will be expected to provide more than one quote.

·    Applicants may choose to speak to their application or may be requested to do so.

 

e) Agrees that the current funding rounds of three rounds per year continues.

 

f)  Agrees to communicate this to the community board area through the community board Facebook page and local community advertisements.

 

Background

6        In July 2019 Southland District Council resolved to establish the Community Partnership Fund. This decision sought to bring funding decisions to a grass-roots level and enable community leadership.

7        The Fiordland Community Partnership Fund had three funding rounds (September 2020, January 2021, May 2021) over the 2020/2021 financial year.

8        There was $33,461 available to distribute for the 2020/2021 financial year.

9        The funding criteria set by the Fiordland Community Board is as follows:

·    Applicants may apply for $500 - $5000 in funding.

·    This fund is available to not-for-profit community organisations.

·    Community organisations may be a legal entity or an informal group. Regardless of their legal status the group must have their own bank account.

·    Applications to the fund must:

-      have alignment with the Fiordland Community Futures Plan and/or the four community well beings (social, economic, environmental, cultural)

-      show some degree of self-contribution or fundraising

·    The following will not be considered:

-      funding for individuals

-      applications for salaries, catering or room hire

-      funding for pecuniary gain

·    Applications for funding involving capital works will be expected to provide more than one quote.

·    Applicants may choose to speak to their application or may be requested to do so.

Issues

10      The Fiordland Community Board needs to decide whether to keep the funding rounds and criteria the same as the 2021/2022 financial year given that the amount available for distribution is $31,542.

Factors to consider

Legal and statutory requirements

11      There are no legal or statutory requirements.

Community views

12      The Community Board, as representatives of the Fiordland Community Board area will take local community views into consideration.

Costs and funding

13      The amount available for distribution for the 2021/2022 financial year is $31,542.

Policy implications

14      There are no policy implications.

Analysis

Options considered

15      Option 1: to review funding rounds and/or criteria for the Fiordland Community Partnership Fund and make any changes as deemed necessary. Option 2: to review funding rounds and/or criteria for the Fiordland Community Partnership Fund and not make any changes.

Analysis of Options

Option 1 – to review funding rounds and/or criteria for the Fiordland Community Partnership Fund and make any changes as deemed necessary

Advantages

Disadvantages

·        reviewing the funding rounds and/or criteria gives the community board the opportunity to make appropriate changes, having now had the experience of one year of funding, and given that the amount of funds to distribute has altered from the first year of operation.

·        there are no disadvantages.

 

Option 2 – to review funding rounds and/or criteria for the Fiordland Community Partnership Fund and not make any changes

Advantages

Disadvantages

·        the community board may not deem any changes necessary.

·        keeping the status quo may not be appropriate.

 

 

Assessment of significance

16      This is not considered significant.

Recommended option

17      Option 1 – to review funding rounds and/or criteria for the Fiordland Community Partnership Fund and make any changes as deemed necessary.

Next steps

18      Funding applications and advertising will be adjusted as necessary.

 

Attachments

There are no attachments for this report.  

 


Fiordland Community Board

30 June 2021

 

Chairperson's report

Record No:             R/21/6/28796

Author:                      Alyson Hamilton, Committee advisor

Approved by:          Trudie Hurst, Group manager customer delivery

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose of report

1               The purpose of the report is to provide an update to the Fiordland Community Board on activities that the chairperson has been involved since the establishment of the board on 20 November 2019.  This report covers the timeframe from 14 April 2021 to 21 June 2021.

Meetings:

Those to note are as follows:

·     NZ Community Boards Conference

·     Three Waters Meeting/Workshop

·     Business Events Meeting with Great South & Angus & Assoc

·     Consultation on Te Anau Events Trust – independent report

·     Stantec – Milford Opportunities and the future

·     Otago University – Student visit

Other matters:

·     Cemetery Memorial Wall

·     Playgrounds

·     CCTV

·     Welcome Signs

·     Covid Vaccine for Fiordland

·     Government Funding for Fiordland including for psychosocial mental wellbeing recovery

·     Community Futures Plan

·     Hydro Half Marathon – finishing point

·     Water Park Signage

·     Climbing Wall Opening

Submissions:

The board made a submission on the LTP.

Fergus Square naming submission discussed and organised with Council – see separate report.

 

Other updates:

·     Manapouri residents

Ø  Manapouri Wastewater treatment

·     Rural

·     Tourism

·     Events Centre

·     Fiordland Museum Trust

·     Fiordland Retirement Housing Trust

·     Milford Sound Trust

 

 

Recommendation

That the Fiordland Community Board:

a)            Receives the report titled “Chairperson's report” dated 21 June 2021.

 

 

Attachments

There are no attachments for this report.  

 


Fiordland Community Board

30 June 2021

 

Operational Report for Fiordland Community Board

Record No:             R/21/5/23701

Author:                      Carolyn Davies, Executive Assistant

Approved by:          Matt Russell, Group Manager Services and Assets

 

  Decision                                        Recommendation                                  Information

 

 

 

Purpose of Report

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

 

Recommendation

That the Fiordland Community Board:

a)            Receives the report titled “Operational Report for Fiordland Community Board” dated 18 June 2021.

 

 

Attachments

a             Report to Fiordland Community board - 30 June 2021 - Operational Report    

 


Fiordland Community Board

30 June 2021

 

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Fiordland Community Board

30 June 2021

 

Community leadership report

Record No:             R/21/5/24289

Author:                      Simon Moran, Community Partnership Leader

Approved by:          Trudie Hurst, Group Manager Customer Delivery

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of this report is to update the board on the community leadership activities in the area.

 

Recommendation

That the Fiordland Community Board:

a)            Receives the report titled “Community leadership report” dated 21 June 2021.

 

 

Attachments

a             Community leadership report    

 


Fiordland Community Board

30 June 2021

 

30 JUNE 2021

What’s happening in your area

Community Partnership Fund

All but one community board (Fiordland) have had their final community partnership funding rounds close for the 2020/2021 financial year. Staff will provide a report at each community board’s June meeting which will provide community boards the opportunity to decide their funding dates for the 2021/2022 financial year and make any changes to their criteria.

Community service awards

The new community service awards process has now gone live following all community boards receiving the report outlining the new procedures and guidelines. Nominations close on 30 September. Application forms are available on the Southland District Council website here: https://www.southlanddc.govt.nz/assets/My-Council/Community-service-awards-application-form.pdf

Community board plans

Several of our boards have spent time reviewing and finalising their actions during the year.  The documents are being designed by the communications team at present with a view to having the majority completed by 30 June 2021.

Local initiatives

Halls

Staff are in the process of holding meetings with all Southland District Council-owned halls across the District. This is to communicate the new FENZ (Fire and Emergency NZ) requirements, get feedback on a proposed centralised online booking system, and discuss any governance issues in relation to management of halls.

What’s happening outside your area

National initiatives

The future for local government

On 23 April 2021 the minister of local government established a review into the future for local government.  The review is to consider, report and make recommendations on this matter to the minister.

This is an important piece of work that will likely change the face of local government as we know it.  It is important that board members are familiar with this review.  Further information, including the purpose and scope and reporting timeframes can be found here: https://www.dia.govt.nz/Future-for-Local-Government-Review

District/regional Initiatives

Welcoming Communities

The Southland Newcomer Leadership Scholarship has now gone live. The scholarship was developed by staff from Invercargill City Council, Southland District Council, and Gore District Council who identified that there is an opportunity for newcomers to hold leadership positions within Southland’s business, community and not-for-profit sectors. The scholarship enables eligible applicants to access funding to participate in the Southland Chamber of Commerce’s Leadership Academy. Scholarship graduates will form an alumni network who have committed to make themselves available to councils for when they wish to engage with the newcomer community for particularly purposes (ie consultations etc). Application forms are available on the Southland District Council website.

Public Health South

Staff met with representatives from Public Health South recently to discuss ways in which we can increase partnership and collaboration opportunities between our two organisations. 

As a starting point, we will work together to review Council’s Smoke Free Open Spaces Policy with a further meeting scheduled soon.  

The Public Health team also provided further food for thought with regards to the placement of drinking fountains around the District and how to incorporate them into projects going forward. 

Discussions were also had around some smoke free issues identified on Stewart Island/Rakiura with regards to the wharves. 

Thriving Southland

Staff presented at a Thriving Southland Catchment Group leaders meeting recently.  The purpose was to provide an overview of the roles of the community leadership team, some of the key projects we are currently involved with and to develop a better understanding of how our organisations can work together in the future.

Leadership Academy

The Leadership Academy, facilitated by Commerce South, commenced on Tuesday April 13. The academy has attracted 15 participants and is being held at Fonterra, Edendale. Commerce South are very pleased with the diversity of participants in this intake.

The final session and graduation is scheduled for Tuesday 25 May.

The next Leadership Academy is scheduled to be held in Lumsden, commencing on Tuesday 8 June.  More information about the Lumsden academy can be found here: https://southlandchamber.co.nz/events/46030/

What’s coming up? 

Policy and strategy

Bylaw and policy work

On 14 April Council adopted a Procurement Policy that will come into effect on 1 July 2021. Staff are currently completing a procurement manual that will help ensure staff implement the objectives and policy positions outlined in the policy. The new policy will be available on Council’s website on 1 July 2021.

At the 10 May 2021 meeting, Council decided to keep the same Alcohol Licensing Fee-Setting Bylaw in place for the financial year starting 1 July 2021, to ease the effects of Covid-19 on alcohol licensed premises.  This means that the fees paid by licensees will be identical to what is in the current bylaw.  The 30% discount to application fees will be maintained.  Southland is the only council in New Zealand that we are aware of that provides this discount.  All other fees will be as stated in the central government regulations. On 30 June 2022, the current bylaw will be revoked.  This means that starting 1 July 2022, the 30% discount will be removed, and all fees will be as stated in the central government regulations.

Staff are currently reviewing Councils Asset Management Policy, and a draft policy was circulated to activity managers for feedback in late May 2021.  It is intended that a new policy will be in place in early July 2021.  Review of the Fraud Policy is underway, and it is intended to be adopted by Council August 2021. 

A draft Elected Members’ Remuneration and Reimbursements Policy will be presented to the Finance and Assurance Committee at its 15 June 2021 meeting.  It is intended that Council adopt a new Elected Members’ Remuneration and Reimbursements Policy at its 23 June 2021 meeting.  Staff feedback regarding a draft Sensitive Expenditure Policy will be sought in early July 2021. 

At its meeting on 23 March 2021, the Community and Strategy Committee recommended that the draft 10 year funding plan for the Steward Island Visitor Levy be endorsed by Council, and included in the 2031 LTP.  It is intended that pre-consultation with stakeholders on the review of the Stewart Island Visitor Levy Bylaw and Policy take place in July and August 2021.     

Corporate risks

Risk management reporting is underway for the June 2021 quarter. Staff and ELT have updated the quarterly risk register, and the quarterly reports will be presented to the Finance and Assurance Committee and Council when they meet in June 2021.

At a series of workshops this quarter, staff and ELT have undertaken the annual review of Councils’ priority strategic risks. The revised risks will form the draft risk register to be presented to the committee when it meets in June 2021 and to Council for adoption.

Long Term Plan

After receiving all the feedback from public submissions and hearings during April, Council deliberated on the issues and options for the LTP in May.  The next stage is to develop the full document and then have it audited.  In May, the Finance and Assurance Committee will be asked to endorse the release of the draft to Audit NZ.  Once the document has been audited then the final document will be adopted by Council on 23 June 2021.

 

Interim performance report

The final interim performance report period ends at on 30 June.  The results will then go into the Annual Report 2020/2021.

Governance and democracy

Delegations manual

Staff plan to review Councils delegation’s manual in the second half of 2021.  This will ensure that Council’s delegations to committees and community boards, chief executive and staff are all defined and scoped appropriately.

Elected Members Renumeration and Reimbursement Policy

Governance and policy staff are reviewing Council’s Elected Members Renumeration and Reimbursement Policy, and expect to have this to the Finance and Assurance Committee by mid-June 2021. 

Stakeholder updates

Highways South

A meeting with relevant stakeholders, including those form Coastal and Central Otago was recently held where planned processes and any concerns for the winter management of state highways were discussed.  Based on the weather in the last week, this was good timing! 

There is also a focus on getting information out to Southland communities quickly and accurately regarding any issues or weather events which may affect their journeys over winter.  The Highways South Facebook page (www.facebook.com/HighwaysSouthNZ) is updated regularly during events and this will be shared to community board pages also.  Highways South also provides daily weather forecasts by email, and in the case of significant weather events provides these more frequently as needed.  If you require these alerts, please email SNOCadmin@southroads.co.nz with ‘winter email’ in the subject line and you will be added to our database to receive these.

Dangerous trees – our tree specialist has completed a survey of dangerous trees posing risks to the Southland state highway network, and a programme is underway to remove the highest priority trees before the end of June.  This will also help with reducing shading of the pavement in key areas prone to icing.

Harakeke (NZ flax) removal is underway in areas of the Southland state highway network where these plants are encroaching into drainage channels and obscuring signs, edge markers and line marking which can be a safety hazard for road users and for local communities.  We have worked closely with runanga to ensure our process reflects their wishes.  None of these plants are being sprayed, all are being mechanically removed and relocated to neighbouring landowners or organisations for shelter belt or riparian planting.  This programme should be completed by the end of June.

SH96 in Heddon Bush (between Hundred Line Road and Transmission Line Road) is programmed for a full repair (rehab) at the start of the next construction season later this year. Until then this area has been levelled and potholes filled with cold mix to smooth the surface. This is not a permanent repair, it is a temporary fix only to make the pavement safe until the rehab can take place later this year. 

We are currently completing a significant drainage programme throughout the state highway network removing grass from the pavement shoulder to the edge of the water channel in order to allow water to run off the highway, resulting in a drier pavement surface

Highlip removal is also currently underway – where we have identified areas of particularly highlip on the edge of seal, this is being removed to stop water pooling on the edge of the pavement

We have had ongoing issues on Southland state highways with insecure baleage and mud on roads.  Where we have been able to identify the person involved, we have worked with them to address these issues.  We have also been in touch with Federated Farmers and the Rural Contractors Association who have both communicated these concerns to their members.

 

 

 


Fiordland Community Board

30 June 2021

 

Council report

Record No:             R/21/5/24307

Author:                      Simon Moran, Community Partnership Leader

Approved by:          Trudie Hurst, Group Manager Customer Delivery

 

  Decision                                        Recommendation                                  Information

 

 

Chief executive update

1.       The development of the Long Term Plan (LTP) 2021 – 2031 has been a significant focus for the organisation.  Council heard submissions over two days in April and following a full day of deliberating approved the budget for the LTP which will now proceed to the audit stage.

2.       The production of the 10 year LTP is required by legislation and is an important part of the local government processes.  An unusual aspect of this one is that it is being set in the face of so much uncertainty.  On top of the reform of the 3 waters which is already well advanced, the review of the RMA which has commenced, central government has also announced a review of the future for local government and also changes to Land transport funding.  Further change will follow the reform of public health.  Further areas of review are expected to be announced.

3.       We intend to be active in the reform and ensure the voices of Southland continue to be heard.  In the meantime the LTP will focus on delivery of the programme of renewal of essential infrastructure and projects important to our communities.

Environmental Services

Animal control

4.       Preparations are underway for 2021/2022 registration time. Various improvements are planned to streamline this process, with staff hoping for an uptake in online applications with no more cheques.

5.       The team has initiated a prosecution in regard to a person keeping noisy roosters in Wairio.  The case is currently in the Environment Court, the next step likely being mediation.

Environmental health

6.       Public objections have been received following an application for a proposed bottle store in Riverton. This will go to a hearing before Council’s District Licensing Committee.

7.       The team is looking forward to Council’s quality assurance lead joining us and doing some work with us. It is expected that she will be able to facilitate the completion of much of our continuous improvement register.

Resource management

8.       Minister for the Environment – David Parker has announced that the Resource Management Act will be repealed and replaced with three new acts being the Natural and Build Environments Act, Strategic Planning Act and Climate Change Adaptation Act. The reforms have an aggressive timetable with minimal opportunities for public input. An exposure draft of the Natural and Built Environments Act is anticipated in June. Council is looking to be part of a joint submission from councils across Otago and Southland.

9.       Council staff are in the process of reviewing the landscape chapter of the District Plan in order to ensure our significant and important landscapes and features are identified in our District Plan and have adequate protection from threats. There are three components to this work (landscape expert study, cultural landscape study and community landscape identification). A plan change is anticipated to be notified at the end of this year and is somewhat dependant on any changes that may result from the reform of the Resource Management Act.

10.     Resource consent update

January applications received – 17, Decisions issued – 14

February applications received – 21, Decisions issued - 21

March applications received – 30, Decisions issued – 34

Services and Assets

Stewart Island Electrical Supply Authority (SIESA)

11.     A decision was made to abandon the Stewart Island wind power project, following failure to secure access agreements with any of the three identified viable sites. The final report has been prepared and is being reviewed by MBIE prior to presentation to the Stewart Island/Rakiura Community Board.

12.     Supply and install of a replacement engine and generator unit has been instructed as a variation through the SIESA management contract with PowerNet Ltd. Delivery of the unit is underway.

13.     PowerNet Ltd is confirming scope and price for replacement of one “red-tag” pole (poles identified as needing replacement) that is required this financial year. Replacement of other “red-tag” poles are being considered and programmed within annual maintenance and renewal works packages – financial year 2021/2022 works programme is currently under development.

Forestry (IFS)

14.     Harvest operations out of Waikaia are now complete and 22,325 tonnes were recovered which is 3,545 tonnes over appraisal. This has resulted in an additional $295k of net profit is anticipated to be reflected in final payments. The additional harvesting revenue and associated harvesting costs have been forecasted for and will reflect in the April month-end results.

Around the Mountains Cycle Trail

15.     Flood repairs and culvert replacement work by The Roading Company is practically complete.

16.     Trail counters identified a 25% increase of cyclists enjoying the trail over the 2019/2020 season.

17.     Six yearly structural inspections of the bridges on the trail have commenced.

18.     Pre-development project work to address the centre hill erosion has commenced.

19.     Positive feedback received about the quality of the trail and riders enjoying the cycle trail experience.

Te Anau Manapouri Airport

20.     3,000m of crack sealing has been completed on the runway. The intention is to continue this programme in subsequent years to maintain the sealed surface and pavement structure.

21.     Additional spraying and sweeping operations on the runway are being programmed in this season to correct excess growth not addressed in previous seasons.

22.     Due to a backlog of work at CAA toward the end of 2020, and therefore a delay in the Safety Management System (SMS) audit, an exemption to the SMS was obtained through to 30 September 2021.

Property

23.     With staff on extended sick leave and the upswing in workload, this has meant that many requests for work or input into projects, have had to be prioritised to best achieve Council’s overall objectives. The down side to this however is that a significant amount of work is being added to the uncompleted list of actions which is not sustainable given the ongoing requests for staff input on many different fronts.

24.     What has been completed is the new leases for the Winton Medical Centre and maternity unit which were both long overdue, and due to be commenced is the renewal of all the Riverton Harbour Endowment farming leases which happen every 21 years. This is a project that will take some time working through with each of the 10 lessees.

Strategic water and waste

Asset management

25.     Work continues to be carried out within electronic systems for historic backlog of data cleansing and mapping updates.  This activity is likely to take many years to complete with current resourcing and continuing with business as usual.  This work will provide better data for valuation considerations and future planning for asset replacements and budget forecasting.

Resource consent renewals

26.     Council holds a large number of resource consents for carrying out its operations within the water and wastewater activities.

27.     There are currently 10 wastewater consents being reviewed and planned for renewal that are required to be completed within the next eight years.  The major communities include Winton, Riversdale, Edendale/Wyndham, Manapouri and Stewart Island.

28.     For water consents there are nine being reviewed that require renewal within the next two years, including major communities and schemes of Manapouri, Te Anau and Eastern Bush potable supplies.

Stimulus

29.     Work continues with the Stimulus programme, and 2020/2021 LTP capex programme packages with a number of projects completed, another six underway and approximately 10 to start in the May/June months.

30.     There are another six projects currently under design.

31.     We are confident that the programme will be delivered on time, in line with our forecasted programme as we are using the Stimulus Contracting Panel (made up of six local contracting companies) for our delivery.

32.     The day to day operational and maintenance in water and waste is progressing well with good performance and relationship with Downer, the provider.

33.     We are collectively putting a greater emphasis on the storm water network, and where a major design and investigation is not required we are fixing many of the minor issues we are made aware of as we go. We will endeavour to be more proactive than reactive in storm water activities in the future.

Project delivery team (PDT)

34.     PDT have a number of key projects in full swing with district wide footpaths, the three waters Stimulus project, Te Anau Wastewater, Lakefront Drive, Winton library now all in design or well into construction.

35.     The contractors’ panel is working incredibly well on the three waters project.

36.     Core improvement projects now complete and updated contracts all developed.

37.     The final pieces of the SDC office shift are being completed in May with a second small stage in the new LTP.

38.     Master delivery plan and programme is well advanced for 2021-2022 with circa $50m planned to deliver.

Community facilities

39.     The Long Term Plan process continues to be at the forefront of the work programme with staff working with the finance and strategy and policy teams to respond to submissions prior to public hearings.

40.     The contract renewal process as part of the section 17A review is almost completed with the last of the tenders for the gardening having gone out to the market.

41.     The mowing contracts that have been renewed are in place and after some initial issues due to extreme grass growth they are operating well. The contractors will start tapering off now that they are moving into the winter months. The remainder of the contracts will start on 1 July 2021.

42.     Capital works projects are progressing however contractor availability and material supply has been hampering progress on some of these projects.

43.     Staff have been working through the preparation of the scope for the projects that will be delivered next financial year. The locally funded projects will be worked through and agreed to with the respective community boards with the intention that we are in a position to procure this work starting on 1 July 2021.

Strategic transport

National Land Transport Plan

44.     The transport team have continued to work and provide input into the Regional Land Transport Plan and refine the transport programme including budgets which have been included into the funding application to Waka Kotahi NZ Transport Agency as part of the National Land Transport Plan.

45.     This is all part of Council’s bid to obtain its share of Waka Kotahi NZ Transport Agency funding for the period 2021-2024. The next three-year funding cycle sees an increase in the funding requested. It remains to be seen if all of Council’s funding application is approved. Nationally the Land Transport Fund is under increasing pressure and is significantly over subscribed.

District wide roading programme

46.     The 2020/2021 programme is the final year of the three-year Waka Kotahi NZ Transport Agency approved funding programme. Any budgets from Waka Kotahi NZ Transport Agency which are not fully utilised during this financial year cannot be carried forward into the next funding period (2021-2023). This makes 2020/2021 a critical year for achieving works programmes and maximising approved funding. Currently the overall programme is well on track.

47.     The annual resealing programme has been completed for the season with around 1 million square metres of road being resurfaced.

48.     The bulk of the pavement rehabilitation have also been completed for the construction season with one subsection of the central area package to be sealed.

49.     Works on repairing the last section of the Lower Hollyford is back in full swing following the tragic incident with one of the truck drivers on route to the construction site which resulted in works being temporarily halted.

50.     WSP as Council’s new structures service provider has also commenced the next round of bridge inspections. This information will be used to help refine work programmes priorities as well as the annual bridge posting restrictions. A report outlining and affirming the bridge restriction will be presented to Council in due course.

51.     Bridge replacement programme has been tracking well with the full programme of works on track to be delivered. With the programme running well and very little unknown construction issues coming to light additional bridges have been commissioned through the design build packages to utilise available contingency funds to maximise the Waka Kotahi NZ Transport Agency funding.

 

 

Customer Delivery

Libraries

52.     Our libraries team welcomed three new team members; Natasha Edgar, James Godfrey and Belinda Forde. Natasha, our new culture and community co-ordinator, joined us from Auckland and has made a major impact on our programming. Our recently finished school holiday program had over 120 enrolments, a record as far as we know. James, our digital co-ordinator, has been linking in with other community organisations to help focus on digital banking and helping our community find new ways to access their banks with the closure of more rural branches and the removal of cheques. James has also been supporting our LTP process by providing drop in sessions in the District for our community to learn how to make an online submission. Belinda Forde has joined us as our new customer support partner/mobile librarian and has hit the ground running. She is already been able to provide a great level of assistance to our existing team to help relieve some of the pressure as we focus on getting back into the Winton library.

53.     The Winton library project is in full swing with tenders closing end of April. We will be hoping to have the tender awarded mid to late May with our completion date of late November still on track. Our other major library project, our RFID Library System (Radio Frequency Identification) has be awarded to FE Technologies and we are currently in the planning stages with an aim to start tagging our collection items late May or early June and a project completion date close to the opening of the Winton library.

54.     Five of the area office team attended a regional librarian’s day in Roxburgh and discussed initiatives to attract more teens into our libraries.  The Te Anau office has now been open to the public for three months, 9am – 12pm each week day.  The response from the community has been slow with an average of two customers a day. 

55.     Recruitment is underway in the Te Anau library to employ a library cadet on Saturdays, and Raewyn Patton has left the library to pursue a position with Clutha District Council.  Changes to Pathways have necessitated training to all area office team members, with further full team training required before dog registration season begins in June. 

56.     Representatives from each office have also been receiving first aid training. 

57.     Changes to banking procedures have been necessary to align with imminent bank closures.  The withdrawal of cheques has also been widely advertised to our communities, and library staff, banks and outside providers have all been educating customers on the change to online banking and methods of payment. 

58.     Staff leave occurrences have been high as staff have taken accrued leave stemming back to the Covid lockdown.  This, combined with the previously mentioned staff trainings, has seen higher than usual staff cover and casuals necessary. 

59.     The open day at Winton to discuss the library refurbishment was very successful.  The community responses to the plan were very positive and a large cross section of the community attended.

 

Knowledge management

60.     LIM numbers remained steady from November through to February with a monthly average in the mid-thirties. March saw a huge increase with the team lodging 59 and issuing 62 LIM’s. The number of property files has increased in 2021 by over 100% with up to 70 being processed a week. Property files can at times result in a LIM. Te Anau, Winton and Riverton are the most popular areas for both.

Business solutions

61.     We continue to extend our range of online and mobility services, with the implementation of online lodgement for resource consents. The team worked closely with the resource management team and the transition to online went smoothly. We are investigating Pathway mobile inspections and IPS field inspector.

62.     The request for service (RFS) review continues with Jane and Sandra working closely with the organisation to simplify and streamline these processes. Customer service RFS’s were the first to be changed and has resulted in positive feedback from staff

63.     Disaster recovery is still a major focus for the team as we continue to develop a new disaster recovery plan and the associated run books. This is an ongoing initiative and will require regular testing and updating.

 

Recommendation

That Fiordland Community Board:

a)            Receives the report titled “Council report” dated 21 May 2021.

 

Attachments

There are no attachments for this report.



[1] Local Government Act 2002, s.53