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

 

Date:

Time:

Meeting room:

Venue:

 

Monday, 9 August 2021

6pm

Mossburn Fire Station
45 Devon Street
Mossburn

 

Northern Community Board Agenda

OPEN

 

 

MEMBERSHIP

 

Chairperson

Greg Tither

 

Deputy Chairperson

Lance Hellewell

 

Members

Peter Bruce

 

 

Pam Naylor

 

 

Carolyn Smith

 

 

Sonya Taylor

 

 

Councillor John Douglas

 

 

IN ATTENDANCE

 

Community liaison officer

Kathryn Cowie

Committee advisor/customer support Partner

Rose Knowles

Community partnership leader

Kelly Tagg

 

 

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.

 

 


Northern Community Board

09 August 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         Review of Open Spaces Strategy and Reserve Management Policy                                 21

7.2         Community leadership report                                                                                                                 57

7.3         Operational Report for Northern Community Board                                                                65

7.4         Council report                                                                                                                                                    75

7.5         Chairperson's report                                                                                                                                     83

 

 


 

 

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 Northern Community Board, 14 June 2021


 

Northern Community Board

 

OPEN MINUTES

 

 

Minutes of a meeting of Northern Community Board held in the Southland District Council Lumsden Office, 18 Diana Street, Lumsden on Monday, 14 June 2021 at 6pm.

 

present

 

Chairperson

Greg Tither

 

Deputy Chairperson

Lance Hellewell

 

Members

Peter Bruce

 

 

Pam Naylor

 

 

Carolyn Smith

 

 

Sonya Taylor

 

 

Councillor John Douglas

 

 

 

 

 

IN ATTENDANCE

 

Community facilities manager

Community liaison officer

Mark Day

Kathryn Cowie

Committee advisor/customer support partner

Rose Knowles

Community partnership leader

Councillor

Kelly Tagg

Rob Scott

 


1          Apologies

 

There were no apologies.

 

 

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

 

             Christine Henderson addressed the meeting on the following:

 

·                Memorial Hall issues

·                roading issues in the township with 50k sign not out far enough and the need for a  crossing in front of the Library

·                footpath out Flora Road to Lennon’s property

·                next book Sale

·                painting the mural on the Senior Citizens room

·                would like Council support to reinstate the Invercargill to Picton train service

 

Mallory Wood – Community Advisor,  Emergency Management Southland introduced herself to the meeting and gave an update on events and programmes that are happening for the next few months.

 

5          Extraordinary/urgent items

 

There were no extraordinary/urgent items.

 

 

6          Confirmation of minutes

 

Resolution

Moved Carolyn Smith, seconded Pam Naylor and resolved:

Than the Northern Community Board confirms the minutes of the meeting held on 19 April 2021 as a true and correct record of that meeting.

 

 

 

 

 

 

Reports

 

7.1

Community leadership report

Record No: R/21/5/24290

 

Community partnership leader – Kelly Tagg was in attendance for this item.

 

Mrs Tagg advised the purpose of this report is to update the board on the community leadership activities in the area.

 

Mrs Tagg drew a number of issues to the attention of the board including:

 

·                     Community partnership fund

·                     Community service awards

·                     Lumsden Helipad project

·                     Southland District Council owned halls

·                     The future for local government

·                     Welcoming communities

·                     Highways south

 

 

 

Resolution

Moved Pam Naylor, seconded Sonya Taylor and resolved:

That the Northern Community Board:

a)            Receives the report titled “Community leadership report” dated 4 June 2021.

 

 

 

7.2

Operational Report for Northern Community Board

Record No: R/21/5/23698

 

Community partnership leader – Kelly Tagg was in attendance for this item.

 

 

Resolution

Moved Sonya Taylor, seconded Pam Naylor and resolved:

That the Northern Community Board:

a)            Receives the report titled “Operational Report for Northern Community Board” dated 4 June 2021.

 

 

 

7.3

Council report

Record No: R/21/5/24315

 

Councillor Douglas took the Board through the report.

 

 

 

 

Resolution

Moved Carolyn Smith, seconded Pam Naylor and resolved:

That Northern Community Board:

a)            Receives the report titled “Council report” dated 4 June 2021.

 

 

 

7.4

Community Partnership Fund - Funding rounds and criteria from 1 July 2021

Record No: R/21/5/24629

 

Community liaison officer – Kathryn Cowie was in attendance for this report.

Mrs Cowie advised that the purpose of this report is for the Northern Community Board to discuss and confirm the number of funding rounds and funding criteria for the Northern Community Partnership Fund effective from 1 July 2021.

 

 

 

Resolution

Moved Carolyn Smith, seconded Chairman Tither and resolved:

That the Northern Community Board:

a)            Receives the report titled “Community Partnership Fund - Funding rounds and criteria from 1 July 2021” dated 1 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 Northern Community Board at its meeting on 15 June 2020 as follows:

·   consideration will be given to all funding requests on a case by case basis

·   the board will give preference to applications that directly benefit the community board area and link to the community board plan outcomes

·   there is no cap on the amount applicants can request

·   co-funding is preferable, but not essential

·   two quotes are preferable for capital works. If it is not possible to get more than one quote an explanation why will be sufficient

·   if appropriate applicants are to come to a board meeting and speak to their application

·   groups do not have to be a legal entity to apply

e)            Agrees that the current funding round of two rounds per year is reduced to one funding round with a closing date of 31 August and this change be effective from1 July 2021.

 

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

 

 

 

7.5

Project Scope Confirmation - 2021/2022 Locally Funded Projects

Record No: R/21/5/23449

 

Mark Day – community facilities manager was in attendance for this report

Mr Day advised that the purpose of this report is to seek approval from the Northern community board for the scope of the locally funded projects within their board area that will be delivered in the 2021/2022 financial year.

 

 

 

Resolution 

Moved Pam Naylor, seconded Lance Hellewell and resolved:

That the Northern Community Board:

a)            Receives the report titled “Project Scope Confirmation - 2021/2022 Locally Funded Projects” dated 28 May 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 in the attachments to this report as follows:

 

i)          Garston – Memorial Seat – Parks and Reserves Code P-10950

ii)         Northern Footpath Program – Lumsden renewal Maria Street and Hill Road – Transport – P-10910

iii)        Northern Footpath Program – Mossburn renewal subject to confirmation of area Transport – P-10900

iiii)      Streetlight LOS Program – Athol - Transport Code P-10920 

                                                                 Lumsden – Transport Code P-10920

          Mossburn – Transport Code P-10920 subject to confirmation of streetlights placement        

 

 

 

 

7.6

Chairperson's report

Record No: R/21/5/25715

 

Chairperson Greg Tither presented his report.

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

·                     Lumsden and Mossburn cemetery memorial wall positions have been confirmed and sent to Mark Day, community facilities manager.

·                     Athol railway interpretation panels and Garston memorial seat need to be discussed by the members.

·                     Attended a national chairs conference with inspirational speakers including Sophie Hanford, New Zealand’s youngest elected councillor, Ken Ross, environment specialist and Jo Brand, Hokonui Rananga Iwi.

·                     Update on the three waters service delivery reform meeting.5                  

 

 

 

Resolution

Moved Councillor Douglas, seconded Pam Naylor and resolved:

That the Northern Community Board:

a)            receives the report titled “Chairperson's report” dated 8 June 2021.

 

 

 

 

 

 

The meeting concluded at 8.30pm             CONFIRMED AS A TRUE AND CORRECT RECORD AT  A MEETING OF THE Northern Community Board HELD ON 14 JUNE 2021

 

 

 

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

 

 

 

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

 


Northern Community Board

9 August 2021

 

Review of Open Spaces Strategy and Reserve Management Policy

Record no:             R/21/7/44865

Author:                      Robyn Rout, Policy analyst

Approved by:         Fran Mikulicic, Group manager democracy and community

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        This report is seeking feedback from the board on possible amendments to the Open Spaces Strategy and the Reserves Management Policy.

Executive summary

2        In 2014, Council adopted an Open Spaces Strategy that provides guidance on desired outcomes and priorities for Council’s open spaces. An action plan was also adopted that sits alongside the strategy, that details specific actions Council will complete.

3        Council also adopted a Reserves Management Policy in 2016, that applies to parks, reserves and open spaces. The policy outlines Council’s position on a number of matters (such as access, landscaping and artworks). The policy also prevents the need to duplicate information in individual reserve management plans.

4        Staff are commencing the review process for both the Open Spaces Strategy and the Reserve Management Policy. These documents, and the Open Spaces Action Plan, are included as attachments to this report.

5        Staff are seeking feedback from the board (and other stakeholders) about any necessary amendments to the strategy and policy.

6        Staff will use the feedback received to produce both a draft strategy and draft policy. It is proposed staff will undertake formal consultation on both draft documents in November this year. It is anticipated Council will adopt an amended strategy and policy early in 2022. At that time, staff intend to work with communities and community boards to review Council’s suite of reserve management plans.

 

Recommendation

That the Northern Community Board:

a)        receives the report titled “Review of Open Spaces Strategy and Reserve Management Policy” dated 3 August 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)         provide feedback on possible changes to the Open Spaces Strategy.

 

e)         provide feedback on possible changes to the Reserves Management Policy.

 

Background

7        The Southland District has beautiful rivers, lakes, mountains and open plains. The open spaces provide abundant opportunities for outdoor pursuits including fishing, water pursuits, a huge range of tramps, walks, and hunting. There are also facilities for sporting activities. Southland District has 155 reserves, parks and open spaces, distributed over a land area of 30,400.94 km². 

Open Spaces Strategy

8        In 2014, staff identified that a strategy was needed to help guide future activities and help decision making in Council’s open spaces. An engagement process was conducted to inform a draft strategy, and a thorough public consultation process was undertaken to help refine the draft and to ensure the strategy reflected community views.

9        In December 2014, Council adopted the Open Spaces Strategy. Open spaces include ‘green spaces’ such as:

·           undeveloped natural areas

·           stands of bush

·           parks

·           esplanades

·           reserves

·           gardens and planted areas

·           sports fields

·           playgrounds and other recreational areas

·           beautification areas

 

10      The Open Spaces Strategy is a high-level document and provides guidance on how Council should undertake its activities. The strategy does not direct specific outputs, rather broader outcomes and priorities. The strategy is also designed to encourage a sense of pride in our open spaces, and overall, in Southland. When the strategy was adopted, it outlined the strategy itself would have a 10-year timeframe and would be reviewed after five years. On this basis, the review is slightly overdue.

11      An Open Spaces Strategy Action Plan was also produced to sit alongside the strategy. This action plan refers to the strategic priorities outlined in the strategy, and outlines specific actions that Council will perform to help achieve those priorities. This document was produced internally and was also adopted by Council in 2014. The action plan is to help inform the development of Council’s Long Term Plan.

Reserve Management Policy

12      Council adopted the current Reserves Management Policy in 2016. The Reserves Management Policy provides a broad policy framework that applies to all reserves, parks and open spaces. The current policy covers Council’s approach to access, leases and licences to occupy, landscaping, memorials and artworks. The policy is broad and prevents the need to duplicate information in individual Reserve Management Plans. The policy also references a number of other documents, including Council bylaws, that provide further regulatory information (e.g. rules on freedom camping, dog control and trading).

13      The Reserve Management Policy states that the policy will be kept under continuous review. This approach was taken as Reserve Management Plans are legally required to be under continuous review, and the policy is associated with these plans.

Issues

Reviewing the Open Spaces Strategy and Reserves Management Policy

14      Staff are in the very early stages of reviewing both the Open Spaces Strategy and the Reserves Management Policy.

15      At this stage, staff are seeking feedback from the board about possible changes to both documents.

16      Internal feedback so far has been that the Open Spaces Strategy is still a reasonably sound and relevant document.

17      Internal feedback about the Reserves Management Policy has been that it is quite a useful/practical policy but that it might be appropriate for the policy to just contain high level information, and for the more operational information currently in the policy to sit alongside the policy in a ‘guideline’. Preliminary thoughts are also that the policy should contain compulsory requirements and that the guidelines should aid interpretation of the policy, and ensure operational practice is in line with the policy.


 

18      Staff intend the review of the strategy and policy to be completed as follows:

Date

Activity

August 2021

Seek feedback from community boards and other stakeholders on the Open Spaces Strategy and Reserves Management Policy

5 October 2021

Present a draft Open Spaces Strategy and a draft Reserve Management Policy to the Services and Assets Committee, and seek feedback

27 October 2021

Present the amended Open Spaces Strategy and Reserve Management Policy to Council and request it endorse the draft documents for public consultation

November 2021

Consult on the draft Open Spaces Strategy and draft Reserve Management Policy

15 December 2021

Present the submissions received on the documents to Council, and possibly have hearings

Jan/Feb 2022

Deliberate and adopt the documents.

 

Future work - reviewing reserve management plans

19      In 2022, staff are also going to start reviewing Council’s reserve management plans. Reserve management plans provide direction for the day-to-day management of reserves and detail factors that impact upon reserves. They also establish clear directions for future management and development. The plans are a requirement of Section 41 of the Reserves Management Act 1977.

20      Council currently has a District Wide Reserve Management Plan 2003, and there is a series of individual plans/statements as follows:

·                 Manapouri Foreshore Reserve Management Plan 2003

·                 Ivan Wilson Park Management Plan 2008

·                 Mores Scenic Reserve Management Plan 2004

·                 Kamahi Scenic Reserve Management Plan 2000

·                 Dunsdale Recreation Reserve Management Plan 2000

·                 Curio Bay Recreation Reserve Management Plan 2009

·                 Kowhai Reach – Draft Open Space Management Statement

·                 Taramea Management Plan (there is a memorandum of understanding between Council and Te Runanga o Ngai Tahu for the management of this space. The memorandum outlines the objectives of the Taramea Management Committee).

21      There will be separate engagement and consultation processes undertaken on the plans. To start the review, staff intend to have workshops with relevant community boards. This is likely to take place in early 2022.

Factors to consider

Legal and statutory requirements

22      The District’s parks, reserves and open spaces are governed and regulated by a broad range of legislation, plans, policies and bylaws.

23      Legislation that is relevant to the Open Spaces Strategy and Reserves Management Policy include the Reserves Act 1977 and the Local Government Act 2002. The documents also work in cooperation with the District Plan, that is bound by the Resource Management Act 1991. The Reserves Act 1977 applies to land that is gazetted as a reserve under the Act.

24      The current Reserves Management Policy adheres to Environment Southland’s Regional Plan and Ngāi Tahu ki Murihiku’s Natural Resource and Environmental Iwi Management Plan 2008 - e Tangi a Tauira - The Cry of the People.

25      The policy refers to a number of Council’s existing bylaws. This ensures the policy does not duplicate or contradict other regulatory instruments.

26      Neither the strategy nor policy are legally required.

27      Under Section 41 of the Reserves Act 1977, Council is required to have management plans for reserves and to keep the plans under continuous review.

Community views

28      In this report, staff are seeking feedback from the board to help identify necessary amendments to the Open Spaces Strategy and Reserve Management Policy. Staff will also seek early feedback from other community boards, local iwi, community organisations (such as the Southland Conservation Board, Sport Southland and Public Health South), and any other relevant government agencies.

29      A formal consultation process is also proposed to take place, at the end of this year. 

Costs and funding

30      The costs of reviewing the Open Spaces Strategy and Reserves Management Policy will be met within existing (Council) budgets. Anticipated costs include staff time, travel, and advertising.

31      It is unlikely that amending the strategy and policy will significantly alter the projected funding needs for Council’s open spaces.

Policy implications

Relationship with other policy/strategy documents

32      Staff will have to ensure the policy and strategy are consistent with a number of other documents, including:

·     Environment Southland’s Regional Plan

·     e Tangi a Tauira - The Cry of the People

·     The District Plan

·     Council’s Long Term Plan 2021-2031

·     Parks and Reserves Asset Management Plans

·     Activity Management Plans

·     Regional Spaces and Places Strategy 

·     Asset Management Policy

·     Cemetery Management Policy

·     Smoke free Open Spaces Policy

·     Use of Unmanned Aerial Vehicle Policy

·     Trading in Public Places Bylaw

·     Dog Control Bylaw

·     Freedom Camping Bylaw

·     Cemetery Bylaw

·     Alcohol Control Bylaw

 

33      In 2020, the Community and Strategy Committee endorsed work to both facilitate and develop a Southland District vision 2050, and to develop internal strategies for Council. These pieces of work will be considered as the open spaces strategy review work is undertaken, to ensure there is cohesion and alignment.

34      On 23 June 2021, Council endorsed the Regional Spaces and Places Strategy that had been developed by Sport Southland and SportNZ, together with the three Southland councils and local funders. This strategy is about sport and active recreation facilities, and aims to identify and address regional sport and recreation needs. The strategy provides a strategic overview of current and projected facility requiements. Council elected to endorse the strategy rather than adopt it, which has given Council more flexibility in how it interprets and implements the recommendations.

35      It is intended both the Regional Spaces and Places Strategy and the Open Spaces Strategy will guide Council decision making for the Open Spaces activity. The Regional Places and Spaces Strategy will guide decisions on sport and active recreation facilities, and the Open Spaces Strategy will guide other decision making.

Organisational structure

36      Council’s move away from having community engineers (who focussed on a broad range of facilities and open spaces in particular communities) to having contract managers and an open spaces planner also enables Council to manage the District’s open spaces more holistically, strategically and effectively.

Analysis

Options considered

37      Council staff have identified two ways the board could proceed:

·                 Option 1 - provide feedback to Council staff on possible amendments to the Open Spaces Strategy and Reserves Management Policy (verbally at this meeting or via a letter to staff); or

·                 Option 2 - provide no feedback at this time, and consider providing feedback when the Open Spaces Strategy and Reserves Management Policy are out for formal consultation.

Analysis of Options

Option 1 – provide feedback to Council staff on possible amendments

Advantages

Disadvantages

·        The board will be involved in establishing the draft strategic and policy approach for open spaces.

·        Staff have more ability to incorporate feedback at this early stage in the review (rather than after the consultation process).

·        The board will also have the option to submit formally through the consultation process.

·        The board may want more time to liaise with community members on this matter.

 

Option 2 – provide no feedback at this time, and consider providing feedback during the formal consultation period

Advantages

Disadvantages

·        Staff may still be able to incorporate the feedback received.

·        The board will not be involved in developing the draft documents.

·        Staff will have less ability to incorporate feedback later in the engagement process (after formal consultation).

 

Assessment of significance

38      This matter has been assessed as having a lower level of significance in relation to the Local Government Act 2002 and Council’s Significance and Engagement Policy.

Recommended option

39      It’s recommended the board proceed with Option 1.

Next steps

40      The proposed review process for the Open Spaces Strategy and the Reserves Management Policy has been discussed in the ‘issues’ section above. That section also outlines Council’s intention to start reviewing reserve management plans in 2022. 

 

Attachments

a             Open Spaces Strategy 2014-24

b             Open Spaces Action Plan 2014-2025

c             Reserves Management Policy    

 


Northern Community Board

09 August 2021

 

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09 August 2021

 

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09 August 2021

 

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Northern Community Board

9 August 2021

 

Community leadership report

Record no:             R/21/8/45962

Author:                      Kelly Tagg, Community partnership leader

Approved by:         Fran Mikulicic, Group manager democracy and community

 

  Decision                                        Recommendation                                  Information

 

 

Purpose

1        The purpose of this report is to inform the board of the leadership activities in the area.

 

Recommendation

That the Northern Community Board:

a)         receives the report titled “Community leadership report” dated 4 August 2021.

 

Attachments

a             Community leadership report    

 


Northern Community Board

09 August 2021

 

9 AUGUST 2021

What’s happening in your area

Community Partnership Fund

The next round of the Northern Community Board Community Partnership Fund closes on 31 August 2021. This will be the only funding round for the 2021/2022 financial year, as the board have recently decided to cut the funding rounds from two to one per year. The amount available to distribute has decreased from the first year and is $6,069. 

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

Recent funding outcomes

Rural Travel Fund

Northern Southland College – travel costs to regular sports competitions - $1,200

Tourism Infrastructure Fund

Minister of Tourism Stuart Nash recently announced that Southland District Council will receive $3,739,125 for projects in Fiordland and Stewart Island/Rakiura from the Tourism Infrastructure Fund.

The Fiordland area will receive $1,100,000 to upgrade the boat ramp, toilets, and carpark at Pearl Harbour, Manapouri and to upgrade the access road and toilets at Fraser’s Beach Manapouri, $1,500,000 additional funding for the Te Anau wastewater project and $440,000 for the replacement of two boat ramps in Te Anau to meet the required standards and a new toilet for Bluegum Point.

Stewart Island/Rakiura will receive $99,125 on behalf of DOC, to build a viewing platform at Observation Rock, and $600,000 for replacement of Ulva Island Wharf.

Council and Great South staff worked collaboratively to collate the extensive information required, in a short timeframe, to submit the applications to MBIE for consideration.

Local initiatives

Lumsden Helipad

Work is progressing around reaching an agreement with a local entity to enter into a lease arrangement with Council to enable a helipad to be constructed on Council land for emergency use in Lumsden. 

Spirit of Mossburn Community Day – 25 July

Staff attended the “Spirit of Mossburn” pot luck lunch which was held at the Mossburn Community Centre on Sunday, 25 July 2021.

The purpose was to showcase what Mossburn has to offer in terms of opportunities in the area and to welcome newcomers to the District. 

SDC had a table with information about various funds that the Council administers and also some specific information for newcomers to the district.

It was great to meet some of the local Mossburn people and to showcase some of the different funding options available to them.

What’s happening outside your area

District/regional Initiatives

Milford Opportunities Project

The Milford Opportunities Project masterplan has been approved by the Governance Group. The Ministers of Tourism and Conservation jointly took a paper to cabinet on June 28. The public launch of the masterplan will be 28 July.

The government made a pre-budget announcement of a further $15 million in funding for stage 3 of the project which includes the detailed planning, investigation and development of business cases to implement the masterplan.

Macular Degeneration New Zealand

Staff have been contacted by Anna Crane who is the general manager of Macular Degeneration New Zealand. They are a relatively small national charity that was formed 11 years ago to raise awareness and educate people about age related macular degeneration which is the leading cause of loss of vision in New Zealand.  One in seven people over the age of 50 have macular degeneration but in New Zealand only 60% of people in this risk group are aware of the condition and fewer will be aware of the measures that can be taken to reduce the risk of losing sight.

This is a statistic that they are keen to change and in 2021 they would like to undertake a project focused in the Southland District, which they hope will create a conversation within communities in the region raising awareness and supporting people with macular degeneration.  For this project to be successful they recognise that it will be very important to partner with locally based community organisations (and others in Southland).

If you would like to know more about them click on this link to their website, https://www.mdnz.org.nz/, or you can contact Anna direct on 09 307 2103.

Welcoming Communities

It has been reported by police and other stakeholders that there are a significant number of newcomers in the Southland region who do not have driving licences. Many are driving illegally, and some are not driving at all which is resulting in isolation from their local communities. We have identified this is particularly an issue for those living in the Southland District living and working on dairy farms. A number of reasons have been identified for this including cost, language barriers, and limited testing stations.

Southland District Council have partnered with Invercargill City Council, Gore District Council, and Southern REAP to lodge a funding application for a pilot-extension to Southern REAP’s “drive my life” programme that specifically focuses on supporting Southland’s newcomers to obtain their learners, restricted, and full driving licenses. The funding application was submitted to the Ministry for Ethnic Communities “Ethnic Communities Development Fund”. We are waiting to hear of the outcome.

Leadership Academy

The latest Leadership Academy, facilitated by Commerce South in partnership with Council, commenced on Tuesday, June 8.  The academy attracted 12 participants and was held at the memorial hall in Lumsden. 

Participants have listened to a community champion and a guest speaker each week.  The purpose of the community champion (who are all relatively local) is to provide a brief overview of their own leadership journey whilst the guest speaker gives a presentation about specific leadership issues such as leading through change, values-based leadership, governance vs management etc.

The final session and graduation took place on Tuesday, 20 July.  

The next Leadership Academy in partnership with Council is scheduled to be held in Otautau in June 2022.   

What’s coming up? 

Strategy and Policy

Bylaw and policy work

Staff in the strategy and policy team are in the early stages reviewing a number of documents. These include:

·     The Open Spaces Strategy and Reserves Management Policy – it is intended that pre-consultation with stakeholders will begin in August

·     The Stewart Island/Rakiura Visitor Levy Bylaw and Policy - it is intended that pre-consultation with stakeholders will take place in July and August

·     The Delegations Manual – staff have begun reviewing the manual and identifying possible changes

·     Alcohol Control Bylaw - it is intended that pre-consultation with stakeholders will take place in August

·     Smoke Free Open Spaces Policy – it is intended that pre-consultation with stakeholders will take place before the end of this year.

·     Protected Disclosure policy

·     Contract Management Policy

·     Feedback Policy.

Council’s Asset Management Policy was adopted by ELT on 6 July, and the new policy is now in effect.  Staff will present the policy to Council for its information in August 2021.  The Fraud Policy was adopted by Council on 23 June and is available to view on Council’s website.  It is intended that ELT will adopt the draft Sensitive Expenditure Policy in August, completing the review of this policy. 

Corporate risks

Following annual review by ELT, on 23 June 2021, Council adopted the revised top strategic risks which will form the quarterly risk register going forwards.  Risk management reporting has begun for the September 2021 quarter. Staff and ELT are currently updating the risk register and the quarterly reports will be presented to the Finance and Assurance Committee and Council when they meet in September 2021.

Long Term Plan

Following Waka Kotahi NZ Transport Agency’s announcement that Council would not receive full amount of funding requested, staff were required to make amendments to the proposed roading works programme as part of the final version of the Long Term Plan document. On 29 June 2021, Council adopted the Long Term Plan 2021-2031.  The LTP sets out Council’s plan for the next 10 years, how this contributes to the strategic direction, the costs and how they will be paid for, and how we will measure our performance as an organisation.  The LTP is our contract with our community for the services that we will deliver.  The LTP is available on Council’s website to view or download, and printed copies of the LTP will be available to view in all Council offices throughout the district by early August.

Annual Report

Work on the development of the 2020/2021 Annual Report has now began.  Staff are working through the year end budget process and the key performance indicator results.  Staff are formulating the key highlights, projects and budgets for the year with the Annual Report on schedule to be completed by the end of October 2021.

Interim performance report

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

Governance and Democracy

Elected Members Remuneration and Reimbursement Policy

On 23 June Council adopted the Elected Members’ Remuneration and Reimbursement Policy.  The policy came into effect on 1 July 2021 and is available on Council’s website.

Stakeholder updates

Highways South

Watercutting is currently taking place across the Southland state highway network.  This is done in those areas where skid resistance is low to improve the texture (and therefore skid resistance) of the pavement.  We appreciate your patience while this takes place.

We have had a couple of snow events so far this winter, winter is well and truly here.  CMA is applied both before expected overnight frosts and in response to unexpected road icing.  We use this as a preventive treatment to stop ice forming, applied overnight ahead of frost(s), and also use it to break up ice/ snow during snow events.  It is great for urban areas as it doesn't block sumps.  CMA can be easily confused with a urea spill – below is an image of what it looks like once spread on the pavement. 

 

 

We have weather stations which send live feeds through to us on SH6/Jollies Hill, SH94/Gorge Hill and SH93 at the Owaka turn-off.  This year we have also installed one on SH6 north of Athol.  The feeds from these cameras allow us to closely monitor changing conditions and react accordingly.  An image of the data we receive is shown below.  From the 1st May through to the end of September we supply a regular weather forecast to all suppliers/staff/stakeholders – if anyone would like to be included in this email please contact us at SNOCadmin@southroads.co.nz.

 

 

There are some events coming up which may impact some of our communities:  The Southern Scooter Challenge will be passing through towns from Bluff to Queenstown on 4 September with 150 riders taking part; the Junior Tour of Southland in October and the Tour of Southland in late October/early November.

Our crews have been busy on the network completing flanking and drainage work and also felling dangerous trees before winter makes this work unachievable and also before the rains we traditionally get in spring.  New ice/grit signs have also been installed throughout Southland recently.

Our flax removal and relocation programme was a success with all flaxes which were removed for safety or drainage reasons relocated to various private landowners or to schools and organisations throughout Southland.  A video showing some of the work involved will be available very shortly if the boards would like to view this. 

We are still getting lots of wandering stock issues on the roads, and lately wandering deer in Northern Southland particularly.  If the boards could please encourage farmers to check fencing and ensure stock are well contained, particularly before spring, we’d be appreciative.

Highways South has recently purchased a number of satellite phones in the case of a Civil Defence emergency – ensuring lines of communication can remain open with the relevant authorities during events.

Remedial work is programmed at the slip at Ohai/Crawford Tunnel, we are ready to start as soon as we have the required approvals from KiwiRail.

A section of SH96 (Winton – Wreys Bush Highway) just north of the Hundred Line Road, continues to be temporarily speed restricted for the safety of road users over the next few months.  The pavement is continuing to fail and is planned as the first rehabilitation prior to Christmas.  We appreciate your patience in this area over the next few months until we can reconstruct this stretch of state highway.

Unfortunately, we are still having too many incidents of speeding through worksites putting workers at risk.  We’d appreciate the boards’ support in encouraging drivers to slow down and adhere to the temporary traffic management in place at these worksites. 


Northern Community Board

9 August 2021

 

Operational Report for Northern Community Board

Record No:             R/21/7/43880

Author:                      Carolyn Davies, Executive assistant

Approved by:         Anne Robson, Chief financial officer

 

  Decision                                        Recommendation                                  Information

 

 

Purpose of Report

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

 

Recommendation

That the Northern Community Board:

a)            Receives the report titled “Operational Report for Northern Community Board” dated 3 August 2021.

 

Attachments

a             Report to Northern Community board - 9 August 2021 - Operational report    

 


Northern Community Board

09 August 2021

 

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Northern Community Board

9 August 2021

 

Council report

Record No:             R/21/7/45249

Author:                      Kelly Tagg, Community partnership leader

Approved by:         Anne Robson, Chief financial officer

 

  Decision                                       Recommendation                                  Information

 

 

Chief executive update

Three waters reforms programme – support package summary

1.       The government has developed, in close partnership with Local Government New Zealand, a package of $2.5 billion to support the sector through the transition to the new water services delivery system, and to position the sector for the future. This package will ensure that local authorities are supported through the transition process, the financial impacts of reform are managed and importantly, all councils and communities will transition to the new system for delivering three waters services in a better position than where they are now.

2.       There are two broad components to this support package:

·     $2 billion of funding to invest in the future of local government and community wellbeing, while also meeting priorities for government investment (the “better off” component)

·     $500 million to ensure that no local authority is financially worse off as a direct result of the reform (the “no worse off” component).

3.       The better off component of the support package, which comprises $1 billion Crown funding and $1 billion from the new water services entities, is allocated to territorial authorities on the basis of a nationally consistent formula that takes into account population, relative deprivation and land area. This formula recognises the relative needs of local communities, the unique challenges facing local authorities in meeting those needs, and differences across the country in the ability to pay for those needs. Territorial authorities will be able to use this funding to support the delivery of local wellbeing outcomes associated with climate change and resilience, housing and local placemaking.

4.       The no worse off component of the support package comprises an estimated $500 million contribution from the new water services entities to ensure that no local authority is in a materially worse position financially to continue to provide services to its community as a direct result of the reform. This includes an up to $250 million provision to support councils to meet the unavoidable costs of stranded overheads associated with the transfer of water assets, liabilities and revenues. The remainder of the no worse off component will be used to address adverse impacts on the financial sustainability of territorial authorities.

5.       Initial analysis indicates that the vast majority of councils are likely to be financially better off through the reforms. Councils likely to suffer adverse financial impacts are primarily those with a low level of water debt to revenue and a high level of non-water debt to revenue. The Department will undertake further work with councils during the transition period to understand the potential financial impacts at a local level, including through undertaking the associated due diligence process.

6.       In addition to the support package, the Government expects to meet the reasonable costs associated with the transfer of assets, liabilities and revenue to new water services entities, including staff involvement in working with the establishment entities and transition unit, and provision for reasonable legal, accounting and audit costs. There is an allocation for these costs within the $296 million tagged contingency announced as part of the 2021 Budget Package for transition and implementation activities. This allocation is additional to the $2.5 billion support package.

7.       The Department of Internal Affairs is continuing to work with Local Government New Zealand to develop the process for accessing the various components of the support package outlined above, including conditions that would be attached to any funding. More information and guidance will be made available in the coming months.

8.       The proposal Southland District Council will get is $19,212,526.

(As sourced from the DIA website)

Environmental Services

Animal control

9.       The many improvements to the dog registration process has resulted in the process running far smoother for staff this year. Some significant problems from the previous year, such as web payment issues, have been resolved.

10.     The team ran a successful internal training session for field staff in our building solutions and resource management teams.

Environmental health

11.     A mediation is scheduled through the Environment Court, in relation to the abatement notice that was appealed for rooster noise.

12.     Work has started on introducing online applications for alcohol licensing, starting with manager's certificates.

13.     Staff are preparing for the alcohol hearing for a proposed bottle store in Riverton, scheduled for 28 July.

Building

14.     Council achieved 100% compliance for code compliance certificates and 99% for building consents issued for the month of June 2021.  The one BC that exceeded timeframe was from human error and not from an inability to comply with timeframes. Council continue to receive a high volume of consents with 131 consents received during June 2021 (11% more than were received in June 2020).

15.     For the year end summary, the team received 1,010 BC applications during FY20/21, 11% higher than FY19/20. 

16.     18 June 2021 Council submitted on the Licensed Building Practitioners Regime Consultation to MBIE which was the due date for this submission.

17.     The new fees structure being implemented from 1 July 2021 was posted on the website the afternoon of 29 June 2021.  This has received an immediate response of dissatisfaction from the industry and community who have been questioning the reason for an increase of fees.

 

 

Resource management

Resource consents

18.     The volume and complexity of resource consent applications received remains high over the first six months of the calendar year. Two applications are about to be publicly notified in the coming weeks being the proposed Bromoore Gold mine near Waikaia township and the retrospective resource consent application for the clearance of indigenous vegetation and earthworks associated with the
re-development of the Manapouri Boat Club boat ramp in Manapouri. A joint resource consent hearing with Environment Southland is was held on 21 July for a new Fulton Hogan Quarry in Fairlight. A decision is expected in Mid-August. It’s anticipated that the volume and complexity of consent will continue of the next six months.

Environmental Policy

19.     Work is continuing on the review of the landscapes chapter of the Operative Southland District Plan 2018. It’s anticipated that this work will continue into the new year prior when the plan change will be notified. The District Plan effusiveness report has been completed and was presented to the Regulatory and Consents Committee on 14 June. It made a number of recommendations to better improve the performance of the District Plan.

Legislative reforms

20.     The Exposure Draft for the Natural and Built Environments Act was released in this reporting period. This is one of the three pieces of legislation proposed to replace the RMA. Submissions close on 4 August and Councils is working on an individual submission and a joint Otago Southland submission. The proposed Act is significantly different to the Resource Management Act and will mean wide-ranging changes to environmental management.

Knowledge management

21.     LIM numbers remained steady for the month of June with 42 LIM’s being lodged. We kept our 6 day average turnaround which is promising. In June we processed 167 property file requests which averages 8 per day. LIM’s and Property files were moved to E-pathway this month which has reduced some of the manual processing required and now allows for improved reporting.  

Services and Assets

Forestry (IFS)

22.     Purchase and planting of seedlings in Waikaia for 2020/2021 season is complete.

23.     Remaining silviculture operations across the estate were reprioritised to Gowan Hills.

24.     Draft valuation for FY20/2021 year was received.

Around the Mountains Cycle Trail

25.     Six yearly structural inspections of the bridges on the trail are complete with minor items identified. These have been instructed for action by the maintenance contractor.

26.     Pre-development project work to address the Centre Hill erosion has commenced and SDC is continuing to work with Landcorp to identify suitable solutions.

27.     Initial draft of proposed Around the Mountains Cycle Trail trust deed has been drafted. Formation of trust is pending decision from Council. An expression of interest for interested trustees was advertised and a healthy response was received.

Property

28.     Numerous internal enquiries regarding what is allowed on council property are being received and processed. This is an important role given the many differing land status, to ensure the asset managers are undertaking work on Council property and in accordance with the many restrictions that may, or may not, exist with each status.

Strategic water and waste

29.     Downer has been performing well despite a high workload recently, due to several mains failures.  Downer has completed a large number of minor projects during the 2020/2021 year.  The 2021/2022 programme is well underway.

30.     We are still tracking very well with close out of our RFSs.  Council’s Antenno app is being configured to allow notification of shutdowns and disruptions to properties.

31.     We are working with the customer service team to ensure requests are directed to the appropriate contractors.

Resource consent renewals (wastewater)

32.     In addition to each specific community scheme proposal inflow and infiltration (I/I) work has also been programmed to coincide with these works.  

Wastewater scheme upgrade

Description

Capital budget

Balfour WWTP and consent

Reconsenting is expected to have challenges with the disposal options being limited due to soil structure in close proximity to the existing treatment plant. A working group will be formed shortly to work through this project.

$1.5 million

Edendale/Wyndham WWTP and consent

A strategy has been proposed and this project will pick up momentum shortly with reconsideration of discharge methodology.

$3.0 million

Manapouri WWTP and consent

Consenting process is underway with the inaugural Working Group meeting held in June.

$4.0 million

Riversdale WWTP and consent

Resource consents have been lodged and a notified process is now underway. Land acquisition proceedings are well-developed.

$2.6 million

Stewart Island disposal field

Disposal field upgrade design has been completed and will be constructed later this year.

 

Winton WWTP and consent

Progress has been put on hold while an alternative solution is being investigated and input from Environment Southland is sought. A revised strategy is being reviewed. It is expected that community engagement will be undertaken in early September.

$25 million

Stimulus

33.     Work continues with the Stimulus programme, and 2020/2021 LTP capex programme packages with 10 projects completed, another seven underway.

34.     There are five projects currently under design and four projects with completed design awaiting allocation to one of the panel contractors.

35.     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 four local contracting companies) for our delivery. Our use of external professional resource for quality assurance, quantity surveying/ price evaluation and contract engineering is proving efficient and valuable.


 

Project delivery team (PDT)

36.     The 2020/2021 works programme is now complete with circa $42m completed but still to be finalised in the year in process.

37.     Carry forwards are being worked on now and will be incorporated into the 2021/2022 works programme.

38.     Te Anau Waste Water is well on track for commissioning and operating in the coming months.

39.     Construction has begun on the Winton library project.

40.     The 2021/2022 works programme is now in place and works is starting to be sent to market for pricing.

41.     Core improvement work is well underway with the development of a cost management workbook being developed.

Community facilities

42.     The team is focused on the end of year process and wrapping up any unfinished projects.

43.     Capital works projects are progressing however contractor availability and material supply has been hampering progress on some of these projects. This is a risk that may impact on our ability to deliver the new year’s capital works programme.

44.     The locally funded project definitions for the new financial year have all been taken to the nine community boards for approval.

45.     The team is now in a position where we can start the procurement process for the new financial year’s capital works programme.

46.     We are working with the other teams within the Services and Assets group and consultants to assess our Asset Management maturity as well as defining standard concept designs.

47.     Some of focus will now shift to looking at preparing for the 2022-2023 financial year’s capital works programme.

Strategic transport

National Land Transport Plan

48.     The transport team have now had time to work through some of the detail and likely impacts resulting from the reduced funding approval received from Waka Kotahi NZ Transport Agency.

49.     As previously indicated the reduced funding will reduce the volume of renewals work originally planned for the next three years.

50.     The biggest impacts are in the bridges and pavement rehabilitation area. The consequences are that for bridges already closed, these are now likely to remain closed over the next three years, and for the sealed road network more temporary speed limits will likely be required to deal with the increase in smooth road surfaces.

51.     While not a large dollar value from a district wide context, footpath funding and particularly footpath renewal funding has seen a significant reduction from Waka Kotahi NZ Transport Agency. As this activity is locally funded by each township, it will likely have a significant impact on the volume of works able completed particularly in the renewals area. There is also the likelihood that that for some townships no Waka Kotahi NZ Transport Agency funding will be available for renewals works.

52.     The transport team are currently reassessing and re-prioritising the footpath programme from a district wide perspective to determine how best to manage the limit Waka Kotahi NZ Transport Agency budget available and will be reporting back to community boards on the individual impacts of the reduced funding from Waka Kotahi NZ Transport Agency.

District wide roading programme

53.     The end of the financial year has also seen the end of the three-year funding period for Waka Kotahi NZ Transport Agency. Over the three-year period a total of just under $85m was spent across all aspects of the district wide roading programme.

54.     This includes a little over $3m of emergency repairs work as a result of three significant flooding events but excludes any expenditure on special purpose roads which in total was just under $4m.

55.     The pavement rehabilitation survey and design works are progressing well for the 2021/2022 seasons with the first draft of tender documents received mid-July. The first tender is on track to be released to market by the end of July.

56.     The short-term bridge renewals programme has been reassessed in line with the reduced Waka Kotahi NZ Transport Agency funding approval. Pre-procurement work is well advanced for the next round of brides with tender documentation being compiled ready for release to market.

57.     A condition of funding from Waka Kotahi NZ Transport Agency for bridges funding is that a Present Value End of Life Analysis (effectively a mini business case) has to be approved for each bridge. These have been completed and sent to Waka Kotahi NZ Transport Agency for their official approval.

Libraries

58.     It’s been a long time coming but work is finally underway within the hallowed halls of the Winton Library. After a massive effort by library staff to sort, pack and empty a multiple decade spanning collection of stuff, our contractors have finally made it on site. Presently everything is still looking to be on track with a late November or early December reopening.

59.     The long-touted library RFID (Radio Frequency Identification) project is about to kick in to gear. After a few setbacks brought on by the COVID situation in Australia we have finally received two conversion trolleys and our supply of RFID tags that will allow the libraries team to start the month-long process of converting our current barcode system to a RFID one. This project will require all hands-on deck and is hoping to be finished in time for the reopening of the Winton Library.

60.     Our expanded library programming has been a success across the district with most programs and events reaching or nearing capacity at the majority of our sites. In a lot of ways this is a golden era for our programming team as we have not managed to previously provide neither this variety of services across this broad an area for as many people who are signing up for them in our recorded history. We have reached the capacity of what our small team can provide which does pose the question of if we have the resources to meet our communities demand.

 

 Customer support

61.     We answered 3720 calls during the month of June, with and average wait time of 22 seconds. As per normal for this time of year, our focus has been on dog registration, although I am delighted to report that the process has gone extremely smoothly so far this year. The changes to the forms, the process and the training that we completed prior to June have all contributed to this, along with the overall way that the team have approached it. Pleasingly approximately 63% of registrations have come via e-pathway which has definitely reduced pressure on our front of office staff.

 

Recommendation

That Northern Community Board:

a)            Receives the report titled “Council report” dated 29 July 2021.

 

Attachments

There are no attachments for this report.  

 


Northern Community Board

9 August 2021

 

Chairperson's report

Record no:             R/21/7/45241

Author:                      Rose Knowles, Committee advisor/customer support partner

Approved by:         Anne Robson, Chief financial officer

 

  Decision                                        Recommendation                                  Information

 

 

Purpose of report

1        The purpose of the report is to provide an update to the Northern Community Board on       activities that the chairperson has been involved in since the June 2021 meeting.

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

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

4        Athol playground upgrade is underway. Mossburn playground is under review to be upgraded in conjunction with the local Lions Club.

5        The Lumsden gardening contract has not been filled yet. South roads are a likely contender to take this over however after some discussion among the board, councillors and council staff we have decided to get a garden plan done by Nigel Cowburn who is a landscape architect.

6        We have been asked to consider installing FlagTrax to display promotional flags in our townships. There have been popular in other councils.

 

Recommendation

That the Northern Community Board:

a)         receives the report titled “Chairperson's report” dated 3 August 2021.

 

 

Attachments

There are no attachments for this report.



[1] Local Government Act 2002, s.53