Council Agenda Thursday 17 December 2020, 8:30am Council Chambers, 135 Manchester Street,

www.mdc.govt.nz MEMBERSHIP Chairperson

Her Worship the Mayor, Helen Worboys

Deputy Chairperson

Councillor Michael Ford

Members

Councillor Steve Bielski Councillor Stuart Campbell Councillor Shane Casey Councillor Michael Ford Councillor Heather Gee-Taylor Councillor Grant Hadfield Councillor Hilary Humphrey Councillor Phil Marsh Councillor Andrew Quarrie Councillor Alison Short

Shayne Harris Acting Chief Executive

2 ORDER OF BUSINESS

PAGE 1. MEETING OPENING

Martin Baldwin, of the Feilding Baptist Church, will open the meeting in prayer.

Te Roopu Waiata – E Rere

2. APOLOGIES

3. REQUESTS FOR LEAVE OF ABSENCE

There were no requests for leave of absence.

4. CONFIRMATION OF MINUTES 8

Draft resolution That the minutes of the Council meeting held 3 December 2020 be adopted as a true and correct record. 5. DECLARATIONS OF INTEREST

Notification from elected members of: 5.1 Any interests that may create a conflict with their role as an elected member relating to the items of business for this meeting; and 5.2 Any interests in items in which they have a direct or indirect pecuniary interest as provided for in the Local Authorities (Members’ Interests) Act 1968 6. PUBLIC FORUM

6.1 FEDERATED FARMERS

Coralee Matena, Senior Policy Adviser of Federated Farmers Inc, will be in attendance speak about the current state of local and national regulations and what is coming up from a farmer perspective. 7. PRESENTATIONS

There were no presentations scheduled for this meeting. 8. NOTIFICATION OF LATE ITEMS

Where an item is not on the agenda for a meeting, that item may be dealt with at that meeting if: 8.1 The Council by resolution so decides; and 8.2 The Chairperson explains at the meeting at a time when it is open to the public the reason why the item is not on the agenda, and the reason why the discussion of the item cannot be delayed until a subsequent meeting.

3 PAGE 9. RECOMMENDATIONS FROM COMMITTEES 14 9.1 COMMUNITY DEVELOPMENT COMMITTEE – BETTER LATER LIVING PLAN

Recommendation from meeting held 10 December 2020

9.2 JOINT STRATEGIC PLANNING COMMITTEE – SECTION 17A REVIEW 25 ECONOMIC DEVELOPMENT

Recommendation from meeting held 10 December 2020

9.3 JOINT STRATEGIC PLANNING COMMITTEE – STATEMENT OF 26 EXPECTATIONS – CENTRAL ECONOMIC DEVELOPMENT AGENCY

Recommendation from meeting held 10 December 2020

10. MINUTES OTHER COMMITTEES – FOR INFORMATION

There were no minutes from other committees for information. 11. OFFICER REPORTS 11.1 ANNUAL REPORT FOR THE YEAR ENDING 30 JUNE 2020 27

Report of the General Manager – Corporate and Regulatory dated 5 November 2020 11.2 DRAFT TEN YEAR PLAN - ADOPTION OF ACTIVITY STATEMENTS 31

Report of the General Manager – Community and Strategy dated 27 November 2020 11.3 DRAFT TEN YEAR PLAN – ADOPTION OF FINANCIAL STRATEGY AND 94 INFRASTRUCTURE STRATEGY

Report of the General Manager – Community and Strategy dated 27 November 2020

11.4 DELIBERATIONS - DRAFT COMMUNITY FACILITIES STRATEGY 129

Report of the General Manager – Community and Strategy dated 4 November 2020

11.5 QUARTERLY ECONOMIC UPDATE – SEPTEMBER 2020 141

Report of the General Manager – Community and Strategy dated 4 November 2020

11.6 HORIZONS REGION JOINT CLIMATE ACTION COMMITTEE 154 ESTABLISHMENT PROCEDURES

Report of the General Manager – Community and Strategy dated 1 December 2020

4 PAGE 11.7 HOUSING PROGRAMME ESTABLISHMENT REPORT FOR HOUSING 162 STRATEGY

Report of the General Manager – Community and Strategy dated 2 December 2020

11.8 YOUTH ACTION PLAN 166

Report of the General Manager – Community and Strategy dated 2 December 2020

11.9 MANAWATU YOUTH COUNCIL AND COMMUNITY COMMITTEE 184 MINUTES

Report of the General Manager – Community and Strategy dated 3 December 2020

11.10 PROPOSED DETENTION POND - TANGIMOANA 256 BEACH RECREATION RESERVE, TANGIMOANA

Report of the General Manager – Infrastructure dated 1 December 2020

11.11 MEMORANDUM OF UNDERSTANDING HISTORIC MANGAWEKA 269 BRIDGE MANAGEMENT AND RE-USE

Report of the General Manager – Infrastructure dated 5 November 2020

12. CONSIDERATION OF LATE ITEMS 13. PUBLIC EXCLUDED BUSINESS COUNCIL TO RESOLVE: That the public be excluded from the following parts of the proceedings of this meeting, namely: a) Sale of land on South Street (Special Development Zone) Feilding b) Sale of land on Kawakawa Road (Special Development Zone) Feilding c) Tender Award Recommendation - Manawatu Wastewater Centralisation Project d) Tender Award Recommendation – Ohakea Rural Water Supply e) Tender Award Recommendation – Sanson Stormwater Stage 1 f) Confirmation of Public Excluded Resolutions in Open Session

That 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:

5 General subject of each Reason for passing this Grounds under Section matter to be considered resolution in relation to 48(1) for the passing of this each matter resolution a) Sale of land on South Section 7(2)(i) Enable any Section 48(1)(a) - the public Street (Special local authority holding the conduct of the relevant part Development Zone) information to carry on, of the proceedings would Feilding without prejudice or be likely to result in a disadvantage, negotiations disclosure of information (including commercial and for which good reason for industrial negotiations). withholding that information would exist, under Section 7 of the Local Government Official Information and Meetings Act 1987. b) Sale of land on As above As above Kawakawa Road (Special Development Zone) Feilding c) Tender Award Section 7(2)(b)(ii) Protect As above Recommendation - information where the Manawatu making available of the Wastewater information would be likely Centralisation Project unreasonably to prejudice the commercial position of the person who supplied or who is the subject of the information; and Section 7(2)(i) Enable any local authority holding the information to carry on, without prejudice or disadvantage, negotiations (including commercial and industrial negotiations). d) Tender Award As above As above Recommendation – Ohakea Rural Water Supply e) Tender Award As above As above Recommendation – Sanson Stormwater Stage 1

6 f) Confirmation of Public Section 7(2)(c)(i) Protect As above Excluded Resolutions information which is subject to an obligation of confidence or which any person has been or could be compelled to provide under the authority of any enactment, where the making available of the information would be likely to prejudice the supply of similar information, or information from the same source, and it is in the public interest that such information should continue to be supplied; and Section 7(2)(j) Prevent the disclosure or use of official information for improper gain or improper advantage.

This resolution is made in reliance on Section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interests protected by Section 6 or Section 7 of the Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as specified above.

14. MEETING CLOSURE

7 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

Minutes of a meeting of the Council held on Thursday 3 December 2020, commencing at 8:32am in the Manawatū District Council Chambers, 135 Manchester Street, Feilding.

PRESENT: Mayor Helen Worboys (Chairperson) Cr Steve Bielski Cr Stuart Campbell Cr Shane Casey Cr Michael Ford Cr Heather Gee-Taylor Cr Grant Hadfield Cr Phil Marsh Cr Andrew Quarrie Cr Alison Short

APOLOGIES: Cr Hilary Humphrey

IN ATTENDANCE: Shayne Harris (Acting Chief Executive) Hamish Waugh (General Manager – Infrastructure) Brent Limmer (General Manager – Community and Strategy) Frances Smorti (General Manager – People and Culture) Rebecca Bell (Strategy Manager) Catherine Knight (Senior Policy Adviser) Michael Hawker (Project Delivery Manager) Stacey Bell (Economist) Amanda Calman (Chief Financial Officer) Janine Hawthorn (Community Development Adviser) Mathew Bayliss (Community Facilities Manager) Rārite Mātaki (Principal Adviser – Māori) (via Zoom) Allie Dunn (Governance Team Leader) MDC 20/556 MEETING OPENING

Her Worship the Mayor opened the meeting.

Councillor Heather Gee-Taylor joined the meeting at 8:33am.

MDC 20/557 APOLOGIES

RESOLVED

That the apologies from Councillor Hilary Humphrey, and from Councillor Phil Marsh for early departure, be approved.

Moved by: Councillor Grant Hadfield

Seconded by: Councillor Alison Short

CARRIED

8 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

MDC 20/558 REQUESTS FOR LEAVE OF ABSENCE

RESOLVED

That Councillor Andrew Quarrie be granted leave of absence from 15 December 2020 to 20 December 2020..

Moved by: Councillor Michael Ford

Seconded by: Councillor Shane Casey

CARRIED

RESOLVED

That Councillor Stuart Campbell be granted leave of absence for 17 December 2020.

Moved by: Councillor Michael Ford

Seconded by: Councillor Shane Casey

CARRIED

MDC 20/559 CONFIRMATION OF MINUTES

RESOLVED

That the minutes of the Council meeting held 19 November 2020 be adopted as a true and correct record.

Moved by: Councillor Shane Casey

Seconded by: Councillor Phil Marsh

CARRIED

MDC 20/560 PUBLIC FORUM

There were no requests for public forum.

MDC 20/561 PRESENTATION - RURAL GAMES

Margaret Kouvelis, Chairperson of the New Zealand Rural Games Trust, and James Stewart, Board Member, spoke to Council about the 2021 New Zealand Rural Games being held in 14-15 March 2021. They gave a presentation that outlined the aim of the event, which was to bridge the gap between rural and urban communities by encouraging town people to get involved in country events. They spoke about the television coverage the event would have and noted they would be working with Feilding and District Promotion Inc and the Council on any add on activities that could be held in Feilding in conjunction with the rural games.

MDC 20/562 DECLARATIONS OF INTEREST

There were no declarations of interest.

9 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

MDC 20/563 NOTIFICATION OF LATE ITEMS

There were no late items of business notified for consideration.

MDC 20/564 RECOMMENDATIONS FROM COMMITTEES

There were no recommendations from committees.

MDC 20/565 MINUTES OTHER COMMITTEES – FOR INFORMATION

The draft minutes of the Joint Strategic Planning Committee meeting held 10 November 2020, and the Audit and Risk Committee meeting held 12 November 2020, were circulated for information. It was noted that a report back on the Council Nursery operations would be provided in the near future.

MDC 20/566 TE KAWAU MEMORIAL RECREATION CENTRE ANNUAL REPORT 2019-20

Report of the General Manager – Community and Strategy dated 9 November 2020 presenting Te Kawau Memorial Recreation Centre Incorporated’s Annual Report for the period ending 30 June 2020. John Silvester, Chairperson spoke to the report, noting items planned to be undertaken in the next year including a community working bee. He also noted that with the age of the building there would be some additional maintenance requirements over the next few years.

RESOLVED

That the Te Kawau Memorial Recreation Centre Annual Report for the period ending 30 June 2020 be received.

Moved by: Councillor Michael Ford

Seconded by: Councillor Shane Casey

CARRIED

MDC 20/567 MANFEILD PARK TRUST AUDITED FINANCIAL REPORT TO 30 JUNE 2020

Report of the General Manager – Community and Strategy dated 16 November 2020 presenting the Manfeild Park Trust’s 12-month Report and Financial Statement for the year ended 30 June 2020. Kathy Gibson, Chief Executive accompanied by Trustees John Baxter and Stefan Speller, and Financial Controller Jane McCulloch, were in attendance and spoke to their report. Kathy Gibson highlighted key points from their report and noted the improved financial result for the year. She spoke about the challenges from the Covid-19 lockdown. She thanked Council for its ongoing support and partnership, and noted the need for discussions with Council regarding programming future events.

RESOLVED

That the Manfeild Park Trust’s 12-month Report and Financial Statement for the year ending 30 June 2020 be received.

Moved by: Councillor Phil Marsh

10 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

Seconded by: Councillor Michael Ford

CARRIED

Councillor Michael Ford left the meeting at 9:32am.

MDC 20/568 TE KIWAI O TE KETE

Report of the General Manager – Community and Strategy dated 20 November 2020 presenting Te Kīwai (o te kete) to Council for adoption.

Councillor Michael Ford returned to the meeting at 9:34am.

Rārite Mātaki joined the meeting at 9:38am via Zoom and spoke about Te Kīwai, explaining it was about how the Council sets up relationships, not just with Māori, but with the whole community. He spoke about the change of focus from the default of compliance with legislation, to that of focussing on relationships. It was noted Te Kīwai (o te kete) would be a living document, reviewed annually.

RESOLVED

That the Council adopt Te Kīwai (o te kete) as its approach to engagement with Māori.

Moved by: Councillor Alison Short

Seconded by: Councillor Shane Casey

CARRIED

Councillor Andrew Quarrie recorded his vote against the motion

MDC 20/569 ADOPTION OF INTERIM STATEMENT ON ECONOMIC DEVELOPMENT STRATEGY REVIEW – PULSE CHECK

Report of the General Manager – Community and Strategy dated 18 November 2020 presenting the interim statement on Council’s Economic Development Strategy for adoption.

RESOLVED

That the Council adopts the Growing Manawatū Pulse Check as an interim statement until a full review of the Growing Manawatū Economic Development Strategy is undertaken, scheduled to begin mid-2021.

Moved by: Councillor Alison Short

Seconded by: Councillor Michael Ford

CARRIED

11 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

MDC 20/570 LOCAL GOVERNMENT OFFICIAL INFORMATION AND MEETINGS ACT 1987 REQUESTS FOR INFORMATION TO 19 NOVEMBER 2020

Report of the General Manager – Corporate and Regulatory dated 23 November 2020 presenting requests for information received by Council under the Local Government Official Information and Meetings Act 1987.

Her Worship the Mayor noted concerns with the response provided to the information request from NZ Herald as she believed there were some coding errors for the information provided, and noted that the deduction from her salary for private use of the Mayoral vehicle should have been included in the response.

RESOLVED

That the report detailing the requests for information received under the Local Government Official Information and Meetings Act 1987 for the month of November 2020 be received.

Moved by: Councillor Michael Ford

Seconded by: Councillor Stuart Campbell

CARRIED

MDC 20/571 CONSIDERATION OF LATE ITEMS

There were no late items notified for consideration.

MDC 20/572 PUBLIC EXCLUDED BUSINESS

RESOLVED

That the public be excluded from the following parts of the proceedings of this meeting, namely:

a) Minutes of other Committees for Information

That 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 Reason for passing this Grounds under Section matter to be considered resolution in relation to 48(1) for the passing of each matter this resolution

a) Draft minutes of Section 7(2)(a) – to Section 48(1)(a) - the Joint Strategic protect the privacy of public conduct of the Planning Committee, natural persons, including relevant part of the and Audit and Risk that of deceased natural proceedings would be Committee meetings persons; Section likely to result in a for information 7(2)(b)(ii) – protect disclosure of information information where the for which good reason for making available of the withholding that

12 MINUTES MEETING TIME COUNCIL THURSDAY 3 DECEMBER 2020 8:32AM

information would be information would exist, likely unreasonably to under Section 7 of the prejudice the commercial Local Government Official position of the person Information and Meetings who supplied or who is Act 1987. the subject of the information; and Section 7(2)(j) – to prevent the disclosure of official information for improper gain or improper advantage.

This resolution is made in reliance on Section 48(1) of the Local Government Official Information and Meetings Act 1987 and the particular interests protected by Section 6 or Section 7 of the Act which would be prejudiced by the holding of the whole or the relevant part of the proceedings of the meeting in public as specified above.

Moved by: Her Worship the Mayor

Seconded by: Councillor Michael Ford

CARRIED

The meeting went into public excluded session at 10:01am. For items MDC 20/573 to MDC 20/575 refer to public excluded proceedings. The meeting returned to open session at 10:19am.

MDC 20/576 MEETING CLOSURE

The meeting was declared closed at 10:19am.

13 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 10 December 2020

Recommendations from Community Development Committee

Purpose

To present recommendations from the Community Development Committee’s meeting of 10 December 2020, regarding the adoption of the Better Later Living Plan.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council adopts the Better Later Living Plan and Supporting Information.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Brent Limmer General Manager – Community and Strategy

14 The Community Development Strategy uses the Te Whare Tapa Whā model of health, which was developed by Mason H Durie (Ngāti ). This is a holistic way of viewing health and wellbeing by using four key perspectives: 14,000 • Te taha wairua (spiritual wellbeing) • Te taha whanau (social wellbeing) 12,000 • Te taha tinana (physical wellbeing) • Te taha hinengaro (mental wellbeing) 10,000 8,000 This seniors approach will support all tapa, or walls, of wellbeing for our seniors. Manawatū District Council’s approach to Better 6,000 This approach aligns with Better Later Life He Oranga Kaumātua 2019 to 2034, 4,00 Later Living flows out of Council’s Community the Ministry of Social Development’s strategy for making the future better for New Development Strategy. The Strategy outlines Zealanders as we age. 2,000 how Council and our community can work The key areas for action in this strategy are: 0 together to make our district a fantastic place to 2021 2031 2041 2051 grow up, grow old, and everything in between. 65-69 75-79 85+ Accessibility Housing Social Health Financial 70-74 80-84

Planning & Design Funding

Our work at Council involves: Council supports four community organisations who provide services for seniors • Lifestyle and recreation options such as in the District: ° Accessible community venues, parks, walking and cycling tracks, roads and footpaths • Manchester House Social • Age Concern Palmerston North ° District libraries Services and Districts ° Makino Aquatic Centre ° Exercise programmes ° Driving courses • Affordable housing options (MDC is currently developing an affordable housing strategy) ° Budget support ° Life Without a Car courses • Actions and considerations for seniors included in Council’s key strategic documents ° Social workers ° Exercise programmes • A culture that reflects diversity and inclusion - including age diversity ° Senior Leisure Centre ° Elder abuse response • Neighbourhood Support • Manawatū Community Trust ° Intergenerational buddy ° Housing for seniors and the reading disabled Accessibility ° Music and movement

There are also annual community funding pools available. Housing

Social Collaboration Advocacy There are many organisations in our district, including • Council responds to regional and central iwi, working hard to support our seniors. Council will Health Financial government initiatives, representing the views help these services connect and collaborate on ideas and and needs of our seniors projects to support our residents in their senior years. • Active member of Manawatū District Health • Council will co-ordinate regular hui with these and Wellbeing Group organisations to improve collaboration

15 Dec 2020-June 2022 Draft Better Later Living in the Manawatū District December 2020- June 2022 Supporting Information Introduction The population of the Manawatū District is aging and it is more important than ever to support the wellbeing of our older residents. This plan flows out of the Manawatū District Council (MDC) Community Development Strategy 2020, with an action listed to “Develop a local action plan for seniors that links to the NZ Better Later Life Strategy”. MDC’s Community Development Strategy The Community Development Strategy uses the Te Whare Tapa Whā model of health, which was developed by Mason H Durie (Ngāti Kauwhata). This is a holistic way of viewing health and wellbeing by using four key perspectives: • Te taha wairua (spiritual wellbeing) • Te taha tinana (physical wellbeing) • Te taha whānau (social wellbeing) • Te taha hinengaro (mental wellbeing) This seniors approach will support all tapa, or walls, of wellbeing for our seniors. Council funds service providers whose work aligns with the Community Development Strategy. This plan will be renewed in line with these three-yearly funding rounds, in June 2022, as well as desktop reviews when required. Better Later Life strategy The Office for Seniors He Oranga Kaumātua has developed the strategy Better Later Life He Oranga Kaumātua 2019-2034, with the vision that older New Zealanders lead valued, connected and fulfilling lives. MDC’s approach aligns with this strategy. The strategy identifies values and issues to focus on and outlines the need for preparation for the continued increase in the number of older people in New Zealand. This preparation will require actions from central and local government, community groups, and private sector organisations, as well as whānau and individuals. There are five key areas in the Better Later Life Strategy: 1. Financial security and economic participation. This includes combating stereotypes that limit work opportunities for older people, helping aging people plan their finances, and providing supplementary assistance when required. 2. Health, both mental and physical. Addressing health issues throughout New Zealanders’ lives will improve individuals’ wellbeing when they reach later life. It is important to make sure health care for older people is respectful of diverse cultural backgrounds. It is also important to improve access for vulnerable groups. 3. Suitable housing choices. Diverse options need to be available and affordable for older people. Tools and services will be needed to ensure older people can find adequate

16 housing. Support is necessary for seniors in rental or homeless situations as the number of older people who do not own their own home increases. 4. Social connection and inclusion. Opportunities include work, volunteering, or community groups. As well as creating opportunities for older people to connect to their community, work can also be done to ensure younger people connect with, and respect, older members of their communities. Keeping older people connected and included will also involve making sure they are able to overcome the barriers that new technology and lack of digital literacy may provide. 5. Accessibility. Physical environments, facilities and public spaces should reflect older people’s mobility and needs, and not be a barrier to their use or enjoyment. Bringing the Better Later Life Strategy and the Community Development Strategy Together The key areas in the Better Later Life Strategy are like building blocks for the four walls of wellbeing, for example: 1. Financial stability and economic participation contributes to physical wellbeing by supporting our seniors to provide for their wants and needs, and spiritual wellbeing by giving older people a sense of worth and identity. 2. Improving lifelong health outcomes contributes to physical and mental wellbeing. 3. Suitable housing contributes to physical wellbeing and spiritual wellbeing. 4. Social connection and inclusion contributes to social wellbeing and spiritual wellbeing. 5. Accessibility contributes to physical wellbeing, cognitive wellbeing, and social wellbeing. International Goals: Promoting the wellbeing of our growing number of seniors also reflects some international goals: • United Nations (UN) Sustainable Development Goal 3 – Good health and wellbeing by promoting health for seniors and promoting inclusive life time health initiatives and outcomes. • UN Sustainable Development Goal 8 – Decent work and economic growth by promoting civic participation, employment, and financial stability for seniors. (United Nations, 2020) Some cities in New Zealand are aligned with the World Health Organisation (WHO) Strategy and Action Plan on Aging and Health. A key concept from this is that “healthy aging” should not be correlated with absence of disease – there is much more to health than this. Further, many seniors do have health conditions but this does not preclude them from a happy and healthy later life (World Health Organisation, 2020). The WHO has an accreditation system for “Age Friendly Cities”, but it is still useful to acknowledge these principles even if not currently seeking accreditation. 10 Year Plan 2021-31 Manawatū District Council is in the process of developing our 10 Year Plan 2021-2031. This plan will be adopted in June 2021 and will be the basis for our service delivery for the next ten

17 years. The 10 Year Plan includes six strategic priorities that guide Council decision making. These priorities are: 1. A place to belong and grow 2. A future planned together 3. An environment to be proud of 4. Infrastructure fit for the future 5. A prosperous, resilient economy 6. Value for money and excellence in local government Actions described in this plan will help contribute to a place to belong and grow, a future planned together, and a prosperous, resilient economy.

Manawatū District - Demographic Context The estimated resident population of the Manawatū District in 2020 was 32,693. (Infometrics, 2020) and 18% of the district’s population was over 65. By 2051 the number of people aged 65+ in the district is forecast to be 21.0% of the total resident population. The projected increase in the percentage of residents aged 85+ is from 2% of residents in 2021 to 5.7% of residents by 2051. The 65+ population is higher in Feilding than the district average, at 21.2% of residents. The Manawatū District is predominantly bi-cultural. Most people in the district identify as European or Māori. In the 2018 Census, 14.1% of people in the district identified as Māori. 91.4% of people in the district identified as European, a higher proportion than the 70.2% of people who identify as European nationally. (Stats NZ, 2020) Nationally, nearly one in four people aged 65+ are continuing to work, out of preference or economic necessity (He Oranga Kaumātua, 2020), while in the Manawatū District this is closer to one in ten (Stats NZ, 2020). Others over 65 live off the fixed income of NZ Super. It is always a challenge for Council to balance affordable rates with desired levels of service, and as the number of retirees in the district grows, this will remain a challenge for Manawatū District Council. Recent engagement on matters of concern to seniors Manawatū District Council has already collected some feedback from our community on what older people appreciate about the district and what they would like to see improved. From feedback on the Senior Strategy Workshop (20 August 2018) and the seniors workshop from the Town Centre Vision project (November 2018) we already know that our seniors appreciate aspects of life in the Manawatū District such as having a friendly, fun community, and feeling confident driving in the district. Areas that may need improvement include rates affordability, affordable recreation options, improved health initiatives, more social inclusion, and improved accessibility for those who do not travel by car. Seniors were consulted for the Community Development Strategy at a workshop on 20 February 2019. Their responses included acknowledging the existing identity and friendly feeling, but also showed that there is more to be done to include and support diversity, including refugees, vulnerable people, and seniors. While some older people are connected,

18 others continue to feel isolated. Mobility was pointed out as an issue, including accessibility of footpaths and public transport. Some participants also noted that they sometimes struggle with the distance from parking to recreational areas. There is also interest in smaller but more frequent green spaces and free leisure areas, including parks and reserves. There were concerns about the lack of housing, and different types of housing, for seniors. A report written for the Manawatū Community Trust (Elliott, 2017) found that older people found Feilding a safe and friendly place to retire, with a high quality of life and a variety of services available. There were also areas our seniors would like to see improvement, including the safety of walking in the town centre, and lack of transport including to social activities and grocery shops. There was also concern about the cost of seeing a GP, which meant many older people avoided seeing the doctor. Lastly, older people in Feilding may need support when downsizing their homes. Seniors Action Plan Hui A hui was held with Council staff, elected members, and service providers on 24 of September 2020. Council sought feedback on the needs of seniors in our district in the context of the Better Later Life Strategy, and with awareness of the impact of the COVID-19 lockdown. Many of the issues faced by seniors and support organisations in early 2020 were not unique “lockdown” challenges, but exacerbations of ongoing concerns. Some seniors struggle with communication, especially those with limited internet access or digital literacy. This can mean seniors struggle to access or understand the resources available to them. Making these resources more known and used requires respect for the independence of seniors, as attendees agreed that many seniors prefer not to ask for help. A success that many services noted from lockdown was the communication and collaboration established through frequent virtual meetings between organisations. While daily meetings were an emergency response measure, Council seeks to support continued collaboration between services. Several other common themes emerged during the hui: Financial Health Suitable Social Inclusion Accessibility Stability Housing Cost of living vs. Access to clinics Education and Pop-up or Footpaths superannuation Cost support in permanent Shuttle bus Difficulty transitioning space for Navigation of and seniors Access, training navigating health system understanding for technology systems Accessible options Reluctance or communications lack of Support for knowledge families as well when accessing as seniors support Cost, lack of Need for availability education and support

19

Across all topics, there was discussion of rural transport options for seniors, which would help with access for spaces and services that support all of the key areas. Another concept raised was providing a space for seniors that was enjoyable and welcoming (such as a library or café space) which provides older adult education, community programmes, and social worker or other support. It was envisioned that this space and service could connect seniors with other services and support across all key issues. Current Services Council is aware of the many services and organisations working with seniors in our community, but have limited this table to services Council provides, and services that Council is currently funding to deliver services for seniors. We also have noted some of the regional and national government services in which Council can play an advocacy role. Suitable Social Accessibility Housing Inclusion Manawatū Built District environment Council (parks, footpaths) Age Concern Health Accredited Life without promotion visiting a car Exercise service workshops programmes Driving lessons Makino Senior rates Aquatic Aquatic Fitness Centre programme Manawatū Built and 205 housing Community owns units, rented Trust Feilding to elderly Health and the Centre disabled Manawatū Programmes Programmes District that can help eg Board Libraries with games for employment seniors Manchester Advocacy Exercise Hosting Assistance House Budget programmes Meetings obtaining Senior advice Counselling e.g. Heart mobility Leisure Foundation, scooter Centre Alzheimer’s, Information RSA and connection

20 to other services Neighbourh Helping Answering ood Support neighbours cries for help connect, Practical organising advice on social events safety Sport Lead agency Manawatū* for Live Stronger for Longer - promotes exercise programmes and refers clients. Horizons Bus services

Transport service and subsidy for people with disabilities Central NZ Super Social Government SuperGold housing Card – free off-peak transport Strategies, plans, regulations and advice intended to support all aspects of wellbeing *Sport Manawatū is partially funded by MDC, in collaboration with other Councils.

21 Better Later Living in the Manawatū District Our approach to an aging population Manawatū District Council’s approach to Better Later Living flows out of Council’s Community Development Strategy. This Strategy outlines how Council and our community can work together to make our district a fantastic place to grow up, grow old, and everything in between. The Community Development Strategy uses the Te Whare Tapa Whā model of health, which was developed by Mason H Durie (Ngati Kauwhata). This is a holistic way of viewing health and wellbeing by using four key perspectives: • Te taha wairua (spiritual wellbeing) • Te taha tinana (physical wellbeing) • Te taha whānau (social wellbeing) • Te taha hinengaro (mental wellbeing) This seniors approach will support all tapa, or walls, of wellbeing for our seniors. This approach aligns with Better Later Life He Oranga Kaumātua 2019 to 2034, the Ministry of Social Development’s strategy for making the future better for New Zealanders as we age. The key areas for action in the Better Later Life Strategy are financial stability, health, suitable housing, social inclusion and accessibility. Better Later Life information can be found here: http://superseniors.msd.govt.nz/about-superseniors/ageing-population/index.html With the Community Development Strategy, Better Later Life Strategy and feedback from our community in mind, Council has identified four key roles we play in supporting our seniors. These are: • Planning and design • Funding • Collaboration • Advocacy

Planning and Design Our work at Council involves : • Lifestyle and recreation options such as • Accessible community venues, parks walking and cycling trails, roads and footpaths • District libraries • Makino Aquatic Centre • Affordable housing options (MDC is currently developing an affordable housing strategy) • Actions and considerations for seniors included in Council’s key strategic documents • MDC’s work culture reflects diversity and inclusion, such as age diversity.

22 Funding Council supports four community organisations who provide services for seniors in the district: • Manchester House Social Services • Exercise programmes • Budget support • Social workers • Senior Leisure Centre • Neighbourhood Support • Intergenerational buddy reading • Music and movement • Age Concern Palmerston North and Districts • Driving courses • Life Without a Car courses • Exercise programmes • Elder abuse response • Manawatū Community Trust • Housing for seniors and the disabled There are also annual community funding pools available. Collaboration There are many organisations in our district, including iwi, who work hard to support our seniors. Council will help these services connect and collaborate on ideas and projects to support our residents in their senior years. This may include expanding on and pursuing ideas raised in previous hui that are not yet being addressed. • Council will co-ordinate regular hui with these organisations to improve collaboration Advocacy • Council responds to regional and central government initiatives, representing the views and needs of our seniors • Active member of Manawatū District Health and Wellbeing Group

23 Bibliography Elliott, C. (2017). Community Wellbeing of the Older Person in Feilding. Massey University - School of Social Work.

He Oranga Kaumātua. (2020, 10 20). Better Later Life Strategy. Retrieved from SuperSeniors: http://superseniors.msd.govt.nz/documents/better-later-life/better-later-life- strategy.pdf

Infometrics. (2020, August). Medium Population Projections.

Stats NZ. (2020, 10 20). 2018 Census. Retrieved from Stats NZ: https://www.stats.govt.nz/2018-census/

Stats NZ. (2020, 10 20). Industry (subdivision) and work status by age group and sex, for the employed census usually resident population count aged 15 years and over, 2006, 2013, and 2018 Censuses (RC, TA, DHB). Retrieved from Stats NZ: http://nzdotstat.stats.govt.nz/OECDStat_Metadata/ShowMetadata.ashx?Dataset=TA BLECODE8450&ShowOnWeb=true&Lang=en

United Nations. (2020, 10 20). Sustainable Development Goals. Retrieved from United Nations: https://www.un.org/sustainabledevelopment/sustainable-development- goals/

World Health Organisation. (2020, 10 20). Aging and Life-Course. Retrieved from World Health Organisation: https://www.who.int/ageing/healthy-ageing/en/

24 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 10 December 2020

Recommendations from Joint Strategic Planning Committee re Section 17A Review of Economic Development

Purpose

To present recommendations from the Joint Strategic Planning Committee’s meeting of 10 December 2020, proposing the Section 17A Review of Economic Development (CEDA) for adoption by both Councils.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Manawatū District Council retain the current Economic Development (CEDA) Council Controlled Organisation (CCO) model.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Brent Limmer General Manager – Community and Strategy

25 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 10 December 2020

Recommendations from Joint Strategic Planning Committee re 2021-22 Statement of Expectations for Central Economic Development Agency

Purpose

To present recommendations from the Joint Strategic Planning Committee’s meeting of 10 December 2020, regarding the 2021-2022 Statement of Expectations for the Central Economic Development Agency Limited (CEDA).

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Mayor and Chief Executive of the Manawatū District Council be delegated authority to approve amendments to the Statement of Expectations prior to the document being signed, including: a) greater specificity regarding the destination marketing and regional tourism functions of CEDA. b) the way in which CEDA collaborates with Palmerston North City Council to profile and market Palmerston North. c) accommodating any changes to the CEDA contract.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Brent Limmer General Manager – Community and Strategy

26 Council

Meeting of 17 December 2020

Business Unit: Corporate and Regulatory Date Created: 05 November 2020

Annual Report for the year ending 30 June 2020

Purpose

To adopt the Annual Report for the year ending 30 June 2020

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council adopts the Annual Report for the year ending 30 June 2020.

Report prepared by: Amanda Calman Chief Financial Officer

Approved for submission by: Shayne Harris General Manager - Corporate and Regulatory

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector. 

27 2 Background

2.1 Each year the Council is required to report against its key performance indicators, financial projections and projects set in the Annual Plan and the Long Term Plan.

2.2 The Annual Report for the year ending 30 June 2020 compares actual performance against year one of the 2018-2028 Long Term Plan.

3 Discussion and Options considered

3.1 The draft Annual Report has reviewed by both the Audit and Risk Committee at its 4 September 2020 meeting and Council at its 17 September 2020 meeting.

3.2 The Annual Report has been externally audited by Audit New Zealand on behalf of the Auditor General, against the statutory requirements of the Local Government Act 2002. The Annual Report is a key accountability document to the community.

3.3 The overall financial result for the organisation as reported to Audit and Risk Committee was a surplus of $1.7M the final result after audit has reduced that surplus to $44k. The key financial changes made in the final document were:

3.3.1 The audit identified $1.18M vested assets that were recognised in 2019/20 financial year which should have been recognised in 19/20 financial year. This has resulted in the 2018/19 financial numbers being restated and an additional technical review undertaken by Audit NZ before sign off which has contributed to the delay in audit sign off and adoption.

3.3.2 Outstanding invoices for Smart environmental contract was under review during the time of the annual report, after audit commenced an agreement was reached which resulted in additional revenue to be recognised by $61k, additional expenditure of $416k.

3.3.3 Reclassification of previously recorded expenditure between capital spend and operational spend;

Feilding Civic Centre remediation work reclassified out of operation spend to capital spend $95k South Street land sale costs incurred reclassified out of capital spend to operational spend $113k Information systems scoping work reclassified out of capital spend to operational spend $17k.

3.3.4 South Street land (assets held for sale) was subdivided in 2019, the original section was disposed of in the council system but the new property parcels were not recognized, and therefore not revalued as at 30/6/2020. This did not meet the accounting standards. To remedy this situation a revaluation was completed which resulted in an increase in asset value via the revaluation reserve which increased by $1.7M.

3.3.5 rural water scheme $14k adjustment as retention calculation was incorrect resulting in the value of the asset being over capitalised.

3.4 Non-financial changes that occurred were;

28 3.4.1 Stormwater complaints – was showing as green but numbers showed 8.7. Updated to 4.93 with the green dot (still meets target).

3.4.2 Wastewater discharge consent compliance – measure changed from 0 infringements to two Infringement notices as per HRC information, changing the measure to not met.

3.4.3 Wastewater dry weather overflows per 1.000 connections - DIA guidance received outlined that the measure is to be based on SUIPS, this required recalculating and resulted changing the reported result from 0.57 to 0.50 keeping the result as ‘Met’. This change in measure will be continued into the future.

3.4.4 Wastewater response times

Attendance times were required to be split out between ‘urgent and non-urgent’, It was identified that the measure in the current LTP was incorrect as it only outlined a measure for urgent response times ( non-urgent is also a compulsory measure).

The measure was then recalculated splitting urgent and non-urgent and this process identified that some data was missing. This has resulted in some internal process tidy up.

As there was no published target for the non-urgent measure, the urgent target was required to be used (<2hrs)

The urgent target is now reflecting as being met, the non-urgent response times measured against the urgent target are now reflecting as not met.

The 2021-31 Long Term Plan has been updated to include the non-urgent response time measure.

3.5 The auditors will present their audit opinion to Council.

3.6 The Annual Report contains a Statement of Compliance and Responsibility that confirms that the Council and the management of the Manawatū District Council have complied with all the statutory requirements of section 98 of the Local Government Act 2002, and accepts responsibility for the preparation of the Financial Statements, the Statements of Service Performance and the judgements used in them.

3.7 At its meeting held 17 September 2020, the Council authorised the Mayor and the Chief Executive to sign the Statement of Compliance and Responsibility that is contained within the Annual Report.

3.8 Council can now formally adopt the final Annual Report, including the Auditor’s report.

3.9 Once the Annual Report has been adopted, the document will be formatted for electronic and hard copy publication and will be available to the public. A summary of the information contained in the Annual Report will also be publicly available.

4 Operational Implications

4.1 There are no capital or operating expenditure implications or maintenance costs associated with this paper.

29 5 Financial implications

5.1 There are no unbudgeted financial implications associated with this paper.

6 Statutory Requirements

6.1 Section 98 of the Local Government Act 2002 sets out the requirements for preparing and adopting the Annual Report.

6.2 The statutory timeframe for the adoption of the Annual Report has been extended out to 31 December 2020 for the financial year ending 30 June 2020.

6.3 The usual statutory time frame is: Annual Report (including the Audit opinion) must be completed and adopted, by resolution of Council, within four months after the end of the financial year to which it relates (i.e. by 31 October 2020).

7 Delegations

7.1 Under clause 32 of schedule 7 of the Local Government Act 2002, Council is not able to delegate the authority to adopt the Annual Report.

8 Consultation

8.1 There are no consultation requirements associated with the adoption of the Annual Report.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this matter.

10 Conclusion

10.1 The Annual Report for the year ending 30 June 2020, including associated audit opinion, is now ready for formal adoption by Council.

11 Attachments

• Annual Report for the year ended 30 June 2020.

30 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 27 November 2020

Adoption of Activity Statements for Inclusion in the Draft 10 Year Plan

Purpose

The purpose of this report is to present the draft Activity Statements to Council for approval for inclusion in the draft 10 Year Plan 2021-31 and subsequent consultation.

Significance of Decision

The Council’s Significance and Engagement Policy is not triggered by matters discussed in this report.

Recommendations

That the Council approve the draft Activity Statements to be included in the draft 10 Year Plan 2021- 31 for consultation.

Report prepared by: Georgia Etheridge Policy Advisor

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

1.1 The draft Activity Statements relate to Council’s community outcomes for the 2021-31 period (also referred to as strategic priorities). These community outcomes are:

• A place to belong and grow • A future planned together • An environment to be proud of • Infrastructure fit for the future • A prosperous, resilient economy • Value for money and excellence in local government

31 2 Background

2.1 The Local Government Act 2002 states that long term plans are required to include information on Council activities, and details what information about Council activities must be included (see Section 6 of this report).

2.2 The activity statements include information sourced from the Performance Management Framework (adopted for inclusion in the Draft 10 Year Plan 1 October 2020), Draft Infrastructure Strategy (scheduled for adoption for inclusion in Draft 10 Year Plan 17 December 2020) and Asset Management Plans (adopted for submission to Audit 5 November 2020).

2.3 Additional information including significant negative effects and key issues and challenges have been prepared with activity managers. The draft Activity Statements were presented in Council Workshop (19 November 2020).

3 Discussion and Options considered

3.1 Council reviewed the draft Activity Statements in Council Workshop (19 November 2020) and requested changes to the Emergency Management activity statement:

• Addition of “active fault line mapping”

• Removal of “shared staffing arrangements”

• Rewording of Level of Service 1, Measure 2 to “The percentage of survey participants who were satisfied with Emergency Management information and advice provided by Council for the Manawatū District in relation to an emergency event”

3.2 Council also requested the merge of Community Development and Economic Development activities.

3.3 After this meeting, minor grammatical and formatting changes have been made across the document, with no change to the intent or meaning of the Activity Statements.

3.4 An explanatory note was added for Emergency Management Level of Service 1, Measure 2. “An emergency event is defined as whenever the Emergency Operations Centre (EOC) is activated.”

3.5 Project information and Funding Impact Statements will be included once draft budget information is complete.

4 Operational Implications

4.1 There are no operational implications associated with this report since it is simply seeking approval for the activity statements to be included in the draft 10 Year Plan and the subsequent consultation.

5 Financial implications

5.1 There are no financial implications associated with this report since it is simply seeking approval for the activity statements to be included in the draft 10 Year Plan and the subsequent consultation.

32 6 Statutory Requirements

6.1 The Local Government Act 2002 Section 93(6)(a) states that part of the purpose of a long-term plan is to describe the activities of the local authority. Schedule 10 Part 1 Sections 2-5 outline the requirements of activity statements. For each activity group, this includes

• Identifying the activities within the group of activities

• The rationale for delivery of the group of activity

• Statement of service provision for each activity

• Significant negative effects of any activity

• Capital expenditure

• Funding Impact Statements (Sources of funds, amount produced from each source, and how funds are to be applied)

It is required that water supply, waste water, storm water, and roading are each activity groups. Council is able to determine groupings for other activities.

7 Delegations

7.1 Council holds the authority to approve draft Activity Statements for inclusion in the draft 10 Year Plan and subsequent consultation.

8 Consultation

8.1 The Activity Statements will be part of the draft 10 Year Plan which will be consulted on using the Special Consultative Procedure during the month of April 2021.

8.2 Changes Council wishes to make to the strategies as a result of consultation will be made prior to adoption of the 10 Year Plan in June 2021.

9 Cultural Considerations

9.1 There are no specific cultural considerations in relation to this report. Cultural considerations have been included in the reports to Council associated with the documents which activity statements were sourced from.

10 Conclusion

10.1 The Activity Statements are presented here in draft form for inclusion in the draft 10 Year Plan, to be consulted on in April 2021.

11 Attachments

• Activity Statements for Adoption in Draft 10YP

33 1

COMMUNITY FACILITIES GROUP What We Do Makino Aquatic Centre, libraries, property, halls and recreational complexes, parks, reserves and sports grounds, cemeteries, and public conveniences.

Why We Do It We work to ensure a vibrant and thriving interconnected network of community facilities that cater for the social, recreational and cultural needs of our communities and their visitors, now and into the future.

The Community Facilities Group contributes to the following community outcomes: A place to belong and grow • by providing facilities that deliver a community service or offer a place for any person to go and feel a part of the community. Planning our future together • by providing fit for purpose adaptable district or local level facilities that contribute to health and well-being outcomes. An environment to be proud of • by improving the environmental performance of community facilities that can play a role in the future sustainability of our communities. Infrastructure fit for the future • by providing higher quality facilities that are multipurpose, accessible and meet community expectations. A prosperous, resilient economy • by attracting and retaining residents through providing facilities that respond to community need. Value for money and excellence in local government • by providing a network of community facilities that are value for money and affordable for the community.

How We Do It We plan and deliver projects, programmes and activities, and work together with volunteers and community organisations. We develop strategic and operational plans and policies as well as renewal and building improvement programmes which ensure facilities are well maintained, safe and meet quality standards. We meet the requirements of all relevant legislation, providing levels of service which meet community expectations while maintaining affordability. We promote and improve accessibility to community facilities.

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change Climate Change can have an impact on the assets and services within the community facilities group, but this varies depending on the facility. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 34 2

Growth and Demand Changing demographics and a growing population means the type of facilities the community uses are changing. Multi-use, adaptable spaces are needed. There is also an increased need for indoor courts. There is an opportunity to monitor and update booking systems to better understand the usage of our facilities. Regulatory and Compliance Earthquake-prone buildings must be strengthened or demolished within a certain period, and some Council facilities will be affected by this requirement. Affordability Maintaining facilities, especially aging facilities that require a significant maintenance and improvement can be expensive, and Council needs to make prudent decisions about investment to keep this affordable for ratepayers . Other: Aging or not-fit-purpose facilities: Aging facilities can be costly and difficult to maintain, and may not be well used. This gives the opportunity to make prudent decisions to invest in appropriate facilities.

Significant Negative Effects • There is a cost to owning and maintaining these properties which has an impact on rates. • The limited range and availability of multi-purpose facilities in the district can negatively impact the community when recreational or sporting groups struggle to find appropriate facilities.

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Activity – Makino Aquatic Centre Infographic • All together our pools hold 1,900,000 litres of water - imagine that in drink bottles! • We provide over 2,600 learn to swim classes every year

What We Do We provide a safe, quality aquatic complex including indoor and outdoor swimming pools and swimming programmes for water education and fitness.

How We Do It We provide a variety of pools and other spaces within the complex for supervised water play and swimming space all year round and have the opportunity for pool or lane hire. We work with local, regional and national swimming clubs and host water events, Makino Aquatic Challenges and community events. There are extended opening hours during the summer months and Council works with after- school and school holiday programme providers. Classes, recreation programmes, aqua fitness sessions and activities for all levels are held year round, alongside individual coaching, training and learn to swim sessions. Council provides advice and services to community pool providers throughout the district, and works with the district’s schools to deliver ‘Water Safety’ programmes.

Levels of Service

Level of Service 1 Safe pools Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Annual Pool Safe 2020/21 Yes Yes Yes Yes Yes Measure 1 accreditation. accredited Level of Service 2 Provision of a range of quality educational and recreational aquatic experiences Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 The number of participants in water activities and 49,867* 41,671 50,000 51,000 52,000 >52,000 Measure 1 learning programmes per annum. The number of general Measure 2 admissions (swimmers and 65,151* 60,242 63,000 65,000 67,000 >70,000 spectators) per annum. % of survey participants satisfied with the quality of 91% 91% 90% 90% 90% 90% Measure 3 their experience at the Makino Aquatic Centre. *The baseline for Measures 1 & 2 are an average of 2018/19 and 2019/20.

Assets and Portfolio The Makino Aquatic Centre features both indoor and outdoor pool facilities. The indoor complex consists of a 25-metre pool, learn to swim pool, wet deck area, play pool, offices, community meeting rooms and family change rooms. The outdoor complex consists of a 50- metre pool, dive pool, play pool and splash pool. The facility is used for a range of programmes and activities, including learn to swim, aqua fitness, general recreation use and other aquatic activities.

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Key Issues and Challenges The aging and growing population require more parking, including disability parking, and ease of access into facilities. Changes in weather patterns will impact on the seasonal demand for outdoor pool use, and usage information will need to be considered in changing the traditional closure date of outdoor facilities in April.

Projects

Year of Estimated Cost Project Development Description Plan (excl. GST) Upgraded Building Upgrade to the existing system that controls Heating, Management Ventilation, Air-Conditioning and the water System temperature of the pool.

How the Makino Aquatic Centre is funded

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Activity – Libraries Infographic • The library has over 53,000 physical collection items and 125,000 digital items. • 1/4 of the collection is issued out at any time.

What We Do We provide welcoming public libraries where people can meet, find information, access reading and educational material and participate in experiences that encourage lifelong learning.

How We Do It At the Manawatū District Library, we provide access to written and recorded information (books, magazines and DVDs) that are continually refreshed and monitored for relevancy. These are alongside a range of online media and information including e-books, online collections and subscriptions. Wi-Fi and internet access are available to encourage digital literacy The library hosts opportunities, programmes and experiences that continue to build and promote lifelong learning. We also provide important spaces for the community to use and provide access to local culture research information and heritage collections, and support community libraries with content.

Levels of Service

Provision of a range of resources and experiences that support community Level of wellbeing and interconnectedness, continue to build and promote lifelong learning Service 1 and bridge the digital divide Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 The number of physical and digital collection items 2019/20 Measure 1 7.6 6** 8 8 8 borrowed or accessed per 7.6 capita, per annum. The number of logins to library e-resources and apps (including digital learning Set in apps and heritage 2021/2022 - 40,000** 60,000 60,000 70,000 Measure 2 platforms), Manawatū District Libraries app and Wi- (Y1) Fi and computer usage, per annum. The number of participants attending programmes, classes, exhibitions, events, 2019/20 Measure 3 14,568 8,000** 19,000 22,000 25,000 digital learning programmes 14,568 and social interaction groups, per annum. ** Year 1 targets are set uncharacteristically low due to the planned redevelopment of the Feilding Library in 2021/2022

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Assets and Portfolio The Manawatū District Library is a 1,100m² brick building located on the corner of Bowen Street and Stafford Street. The building consists of a library area, archives, storage room, reading room, offices, meeting rooms, kitchen and toilets.

Satellite libraries include: Library (Community Centre) Library Kimbolton Library Library

Key Issues and Challenges The Manawatū District Library in Feilding has seen an increase in demand for programmes and activities which has created friction with those who use the library in its traditional sense. The demand for programmes is greater than can be accommodated in the space available and the acoustics of the facility mean noise from activities can be disruptive to other visitors. We are planning an upgrade and extension of the library building to help manage these challenges.

Projects

Year of Estimated Cost Project Development Description Plan (excl. GST) Main District Library Self- Provide self-service units and Wi-Fi services to Service Satellite Libraries rural and community libraries. Maker Space Equipment Maker Space is a dedicated area within the redeveloped Main District Library in Feilding.

Additional equipment will support the existing maker space programme.

How our District Libraries are funded

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Activity – Property Infographic • The Feilding Clock Tower was built as a millennium project in 1999. • In 1938 the Feilding Community Centre became the first community centre in New Zealand, providing learning opportunities outside the school environment (including some of the country’s earliest “playcentre” sessions).

What We Do We manage, support and administer Council’s wide range of property portfolio assets and services.

How We Do It We manage Council owned property through leasing and general day to day operations functions and carry out renewal and building improvement programmes to keep Council properties well maintained, safe and meet quality standards. We work with local groups to provide access to community property for a range of community uses. We plan for future need of property by proposing and implementing development projects and regularly review the rationale of holding the property, including considering disposal or repurposing of Council property where appropriate.

Levels of Service

Level of Service 1 Well maintained, safe Council-owned buildings and properties Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 % in-use Council-owned buildings and properties are 2019/20 Measure 1 90% 100% 100% 100% 100% compliant with the relevant 90% safety regulations.

Assets and Portfolio

Commercial Property Community Property General Property • Feilding Depot • Council Administration Building • Fergusson Street Carpark • Eyre Street Depot and • Animal Control building and compound, • Playcentre Carpark Awa Street • Kawakawa Road lease block • Kimbolton Depot • Community House, Feilding • Kimbolton Playcentre • Regional Archives • Council Native Plant Nursery • Pohangina Depot • South Street/Kawakawa • Country Fayre – Pohangina • Red Cross House – 31 Grey Street Road commercial land • Feilding Clock Tower • Sanson Playcentre • Himatangi Beach Motor • Feilding Community Centre – Te Manawa • Residential tenancy – 1269 Camp • Palmerston North Surf Lifesaving Club Pohangina Road. • Tangimoana Beach Motor • Rongotea Community Centre Camp. • Memorial Hall. • Mt. Lees Homestead

Key Issues and Challenges There are a number of buildings within Council’s portfolio which receive limited use in their current form. Reasons for this include facilities no longer being fit for purpose, with varying levels of maintenance and renewals undertaken or required.

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How the Property activity is funded

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Activity – Halls and Recreational Complexes Infographic • Council owns 17 community halls, and seven halls are community-owned. • The Old Tote Building in Kowhai Park was built in 1917 to house an electric totaliser (betting machine) – essentially the first computer in Feilding!

What We Do We support community organisations involved in the management of rural and community halls and recreational complexes with asset management and maintenance of facilities.

How We Do It Council owns 17 halls and supports the management of seven community-owned halls. We work with and support halls and Community Committees across the district in delivering day- to-day hall services. We carry out renewal and building improvement programmes to ensure our facilities are well maintained, safe and meet quality standards, including improving existing halls and recreational complexes to meet public expectations. When appropriate, this includes expanding or providing new facilities to meet changing community needs.

Levels of Service

Level of In-use Council-owned halls and recreational complexes are safe Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 % of in-use Council- owned halls and recreational complexes Set in are compliant with Yet to be Measure 1 2021/202 100% 100% 100% 100% current building measured 2 (Y1) warrant of fitness requirements and FENZ evacuation procedures.

Assets and Portfolio

Recreational Complexes Facility Location Facility Location Pohangina Old School Feilding Civic Centre Feilding Pohangina Reserve Pool Te Kawau Memorial Feilding Little Theatre Feilding Rongotea Recreation Centre Old Tote Building Feilding Council-Owned Halls Hall Location Hall Location Apiti Hall Apiti Hall Kiwitea Beaconsfield Beaconsfield Ohakea Hall Ohakea Memorial Hall Carnarvon Hall Rongotea Pohangina Hall Pohangina Cheltenham Hall Cheltenham Hall Rangiotu Clydesdale Hall Tangimoana Rangiwahia Hall Rangiwahia Colyton Hall Colyton Sanson Hall Sanson Halcombe Hall Halcombe Stanway Hall Halcombe Himatangi Beach Hall Himatangi Beach Hall Waituna West https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 42 10

Kimbolton Hall Kimbolton Community-Owned Halls Hall Location Hall Location Awahuri Hall Awahuri Tangimoana Hall Tangimoana Hall Glen Oroua Kopane Hall Kopane Newbury Hall Newbury Hall Longburn Oroua Downs Hall Oroua Downs

Key Issues and Challenges • There is increased demand for facilities which are multi-purpose and can cater to a wide variety of leisure and recreation activities. • The availability of some spaces has become an increasing issue for the community when locating suitable facilities for community groups. • Some halls and facilities are underused, aging or deteriorating. This will be addressed through the Community Facilities Strategy.

Projects

Year of Estimated Cost Project Development Description Plan (excl. GST) Te Kawau Recreation Install non-slip/texture surfacing to shower, Centre changing rooms and main hall way as existing concrete becomes polished smooth with use.

How Halls and Recreational Complexes are funded

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Activity – Parks, Reserves and Sports Grounds Infographic • We maintain over 3,200 street trees throughout the Manawatū District. • Our newest park is Roots Street Reserve, purchased in 2020. • The district has over 5,000 square metres of street gardens.

What We Do We provide our community with opportunities for leisure and recreation, through provision of parks and sports grounds including open spaces, gardens, trees and play grounds to ensure our community has access to a wide range of leisure and recreation opportunities.

How We Do It We maintain parks, reserves and sports grounds to ensure provision of quality, safe spaces for recreation and leisure, and continually improve accessibility to parks, sports grounds and facilities, making them available for a wide variety of users. We foster collaboration between sport and recreation groups to encourage high-use facilities and opportunities for cost efficiencies and manage parks and sports grounds bookings, fees and charges while liaising with ground staff to ensure facilities are ready for use. We work with Sport Manawatū and other organisations to deliver programmes throughout the district to get ‘everyone active, everyday’ and liaise with Community Committees and user groups of parks and sports grounds. We develop, promote and follow plans and strategies that guide the development and management of parks and sports grounds and are planning on providing a walking and cycling network that links neighbourhoods, schools and community facilities.

Levels of Service

Level of Satisfaction with our parks, reserves and sportsgrounds Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 % of survey participants satisfied Measure 1 with Council's parks, 95% 95% 90% 90% 90% 90% reserves and sportsgrounds. Level of Safe parks, reserves and sports grounds Service 2 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Number of health and safety incidents or injuries reported that Measure 1 occurred due to 2019/20 0 0 0 0 0 inadequate or poor 0 maintenance in our parks, reserves and sports grounds.

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Assets and Portfolio

Category Northern Feilding Southern • Halcombe Domain • Victoria Park • Sanson Recreation • Kimbolton Domain • Timona Park Reserve. Parks and • Johnston Park Sportsgrounds • Kowhai Cricket Area • South Street Courts. • Fowlers Reserve – • Fraser Drive Park • Himatangi Beach Bowling Kimbolton • James Palmer Park Club Reserve • Pohangina School • Vista Drive Park • Mahuri Reserve – Neighbourhood Reserve • Rimu Park Himatangi Beach Parks • Hauwhiti Reserve – • Stonebridge Reserve • Sanson Hall Reserve Kimbolton. • Roots Street Reserve. • Rongotea/Te Kawau • Sanson Playground Playground • Apiti Domain • Carnarvon Reserve • Bartlett’s Ford • Ohakea Domain. • Beaconsfield Recreation Reserve • London’s Ford • Menzies Ford Reserve • Pakihikura School Recreation Reserve Rural • Pohangina Recreation Recreation Reserve (Domain) Areas • Pohangina Valley Lookout • Rangiwahia Hall and Rangiwahia Recreation Reserve • Raumai Reserve • Rewa Old School Reserve. Public Gardens • Kowhai Park • Makino Precinct • Douglas Square – Civic • Manchester Square Rongotea. Squares/Spaces • Denbigh Square. • Almadale Scenic Reserve • Awahuri Forest – • Coles Bush – Rongotea • Kimbolton Scenic Kitchener Park • Mt Lees Reserve Natural and Reserve • Bush Lane Reserve. • Ellison Reserve – Cultural • McKinnon Memorial Tangimoana. Heritage Areas Reserve – Rangiwahia • Putai Ngahere Reserve (Vinegar Hill) • Himatangi Beach Coastal Reserve • Himatangi Beach Coastal Kaikokopu Stream Reserves Reserve • Tangimoana Coastal Reserve • Pembertons Corner – • Russell Law Memorial • Mt Stewart Memorial Rangiwahia Grove • Te Arakura Reserve Memorials • Cheltenham Memorial Park https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 45 13

• Apiti Church Memorial Park • Greenspine • Lovers Lane Reserve Cycle and • Makino Bridge Reserve Walkway Links • Rata Street Walkway • Quail Avenue to Homelands Avenue Walkway • Halcombe • Feilding • Rongotea • Rangiwahia • Himatangi • Pohangina • Tangimoana Street Trees • Apiti • Sanson and Gardens • Cheltenham • Kimbolton • Waituna West • Herlihy Reserve • Rongotea Carpark Reserve Miscellaneous • Highfield Hill Lookout Reserves • Rangeview Reserve

Key Issues and Challenges • Population growth will increase the usage of parks, reserves and sportsgrounds within the Manawatū District. Multi-purpose sportsgrounds and facilities will become necessary to accommodate all sporting codes in a cost-effective manner. • There is demand from the community for additional provision of indoor sport facilities within the district. • Climate change causes an increased risk of flooding, requiring coordination with Horizons Regional Council on flood mitigation measures. • The increasing popularity of freedom camping is creating demand issues in some spaces.

Capital Projects Description

Year of Estimated Cost Project Development Description Plan (excl. GST) Johnston Park – Provision of accessible toilets at Johnston park.

New Toilets Johnston Park Upgrade field floodlighting on #2 field to cater for Cycle track and low level cycling lighting and increase lit training Lighting capacity at Johnston Park. Pharazyn (New Multiple Projects: Park) – playground, toilets, carparking, shelter, walkways, Development of planting, fencing, walkway – land purchase Neighbourhood Park Waughs Road Purchase and development of amenity strip for beautification and walkway connections through Feilding. Kowhai Park Reconfigure eastern carpark, install new roadside Carpark garden and signage, define the park from Manfeild

Redevelopment and widening carpark at western end. Timed to coincide with resealing of carpark. Kowhai Park – The installation of a new aviary at Kowhai Park

Aviary Kowhai Park – Bridge renewals

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Skate Park Public New public toilet and paved area next to new skate

Toilet park within Makino Precinct. Sanson Main Redevelopment including street tree planting Street

Redevelopment Phase 2 Makino Precinct– Second bridge for Makino Precinct – initial funding

Second Bridge was not sufficient. Mt Lees Finalisation of development proposal to be finalised Homestead prior to 2021 Long Term Plan. Redevelopment Mt Lees Camping Development of camping area on eastern side of

Reserve property. Awahuri Development of loop boardwalk. Forest/Kitchener

Park – Southee Boardwalk Purchase of Purchase of Makino Stream walkway land associated Pharazyn Walkway with Precinct Four Development. This walkway area is a strong feature of the 2006 Open Space Framework and the 2013 Feilding Growth Framework for Feilding. Walkways/Reserve James Palmer to Rimu Park – fences and path Linkages for James James Palmer to Port Street – fencing and path Palmer to Rimu redevelopment Park and Port Street. Walkways/reserve Installation of a pedestrian footbridge over Sherwill linkages – James Street to access the adjacent river bank to continue Palmer to Rimu - north through Feilding High School land. The Sherwill Street footbridge will be constructed on Road reserve. footbridge Walkways/reserve Construction of fences on correct legal boundaries, linkages 4.3 – the installation of the walkway and a second James Palmer to footbridge over the Makino Stream to access Rimu Rimu – Port St to Park. Root Street section Kitchener Park Continued enhancement to entrance and access of

entranceway Awahuri Forest/Kitchener Park Sandown Land acquisition to establish a walkway from Subdivision Sandown subdivision to wider Himatangi Beach Walkway walkway network. Cycleway Cycleway link to Awahuri Forest/Kitchener Park

How Parks, Reserves and Sports Reserves are funded

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Activity – Cemeteries Infographic • Our Cemeteries Management Strategy was adopted in 2020. • The oldest cemeteries in the district include Halcombe and Rongotea, with some graves from the 1800s.

What We Do We provide and maintain cemeteries in park-like settings to provide places of remembrance, and facilities for burials and interments of ashes.

Levels of Service

Level of Satisfaction with the maintenance of our cemeteries Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 % of survey participants 2019/20 Measure 1 who were satisfied with the 96% 95% 95% 95% 95% 96% maintenance of cemeteries. Level of Professional and timely interment services Service 2 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 The number of complaints 2019/20 Measure 1 about late or inadequate 0 0 0 0 0 0 interment services.

How We Do It We manage, maintain and plan for future improvements where required for the eight cemeteries in the district, including maintaining accurate burial records. We work with the community to meet changing demands and community needs, and ensure that all cemeteries are maintained to a high standard. We meet the requirements of the Burial and Cremations Act 1964.

Assets and Portfolio Cemeteries in: • Feilding • Halcombe • Kimbolton • Pohangina • Rangiwahia • Rongotea • Sandon (Sanson) • Waituna West

Key Issues and Challenges • Council will need to look to future land resourcing for increasing cemetery capacity. • The population of residents aged 85 years and older is forecast to increase which impacts requirements for accessibility to cemetery areas for aging population. • The contour and layout of some cemeteries, combined with a high water table, flooding and scouring can cause access issues.

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• Council will need to respond to increasing demand for more varied internment options, which may require different spaces and cemetery styles. Projects

Year of Estimated Cost Project Development Description Plan (excl. GST) Feilding Cemetery Implementation of stormwater solutions to Stormwater Upgrade resolve stormwater risks and issues in Feilding Cemetery Feilding Cemetery Detailed design of extension area, including Extension Phase 2 detailed survey work to inform construction and re-contouring volumes. Feilding Cemetery Physical works to re-contour the new land, Extension Phase 3 extend the road and install required infrastructure and cemetery beams. Rongotea Cemetery Extend the road by 50 metres looping onto Leen Road Extension / Road, implement drainage and install cemetery

Development – beams for the developed area to meet demand. Phase 2

How Cemeteries are funded

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Activity – Public Conveniences Infographic • There are a total of 20 public toilets in the district. • Our contractors clean these toilets 15,000 times each year.

What We Do We provide and maintain public toilets to protect public health and meet the expectations of residents and visitors.

How We Do It We provide a network of public toilets across the district and maintain facilities to ensure they are clean, accessible and fit for purpose.

Levels of Service

Level of Clean and well-maintained public toilets Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 The number of valid complaints* received about inadequate 2019/20 Measure 1 1 <8 <8 <8 <8 maintenance and/or 1 poor cleaning of our toilets. *A valid complaint means an expression of dissatisfaction with a Council service or process where a resolution is explicitly or implicitly expected (unless considered by Council to be frivolous, vexatious or based on mistaken understanding of Council’s responsibilities)

Assets and Portfolio • Feilding CBD Toilets • Timona Park Toilets x2 • Kitchener Park Toilets • Apiti Toilets • Kimbolton Toilets • Kowhai Park Toilets • Dump Stations x3 • Johnston Park Toilets • Rangiwahia Toilets • Duke Street Toilets • Rongotea Toilets • Pohangina Valley Toilets • Himatangi Beach Toilets • Cheltenham Toilets • Tangimoana Toilets • Sanson Playground • Feilding Railway Station Toilets Toilets

Key Issues and Challenges • At times, conveniences face overloading due to increased use, including freedom campers using public conveniences to dispose of grey and black waste rather than approved waste dump stations. • With a growing population, demand for public conveniences will increase, along with the cost of provision and on-going maintenance. • Increased demand for public conveniences which are disability/age accessible due to the aging population of the district.

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Projects

Year of Estimated Cost Project Development Description Plan (excl. GST) Himatangi Shower Upgrade

Beach Toilets

How Public Conveniences are funded

Community Facilities Funding Impact Statement To be inserted

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DISTRICT DEVELOPMENT GROUP What We Do We support economic and community development in the district, and review and update the rules and guidelines that help manage and protect our natural and physical resources.

Why We Do It We work towards our district offering a high quality of life for all, guided by strategic documents created in collaboration with our community: • Community Development Strategy • Economic Development Strategy • Manawatū District Plan

The District Development Group contributes to the following community outcomes: A place to belong and grow • by encouraging strong resilient communities, liaising with agencies, advocacy and contracting community development organisations to implement our Community Development Strategy. A future planned together • by implementing our Community Development Strategy. An environment to be proud of • by reviewing and monitoring the District Plan to meet the needs of our district. A prosperous, resilient economy • by using economic analysis to understand our economy and by contracting economic development agencies to implement our Economic Development Strategy.

How We Do It We work with our community and partner agencies to achieve the best possible future for the people of the district, working with local and regional partners to optimise opportunities. We provide funding, support and encouragement to community groups and individuals who contribute to community outcomes, including acknowledging contributions with the annual Community Honour Awards. We support organisations that promote the heritage, identity and social wellbeing of the district, and promote Māori culture in the community. We support the promotion of and participation in sports and active recreation. We enable community representation and participation through Community Committees. We support the development of community plans and encourage their implementation. Through CEDA, we provide business support services. We support CEDA to undertake labour market analysis and a labour market strategy. Working with partners, we enable businesses to access new markets and create opportunities for growth and job creation. We promote the district to attract businesses, residents and visitors, and provide a high quality environment and lifestyle opportunities. We plan and design our public spaces to cater for all, and actively participate in the Manawatū Health and Wellbeing Group. We support community initiatives and organisations that enhance the wellbeing of the natural, physical and social environment. We provide accurate and timely regulatory and economic information to our community. We are working on a housing strategy and strategies to support our seniors and youth We advocate to central government on issues that impact on the wellbeing of our communities https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 52 20

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Challenge Impact on this activity Climate Change and Resilience Uncertainty around climate impacts will have a negative effect on our business communities. Communities will need support to plan and prepare for the future. Regulatory and Compliance Earthquake prone building regulations affect several buildings in our town centre. Council is looking to manage and address the changing face of our town through work such as the Town Centre Plan. Growth and demand Changing business needs along with our growing and aging population, will change the type and increase the amount of support our community seeks from Council. Affordability The aging population will cause an increase demand for affordable housing and community funding. The scarcity of affordable housing is a growing issue around New Zealand, including in the Manawatū District. Council is looking to address this through our support of Manawatū Community Trust and through a Housing Strategy.

Significant Negative Effects Growth may have a negative effect on parts of the community through increased traffic and/or increased pressure on community facilities. Council considers that the overall benefits of additional jobs and economic activity far outweigh these impacts. Environmental issues are considered through the District Plan and Resource Management Act 1991.

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Activity – District Development Infographic • The District is predicted to have a female drought in 2043, where males aged 15-39 will outnumber females in the same age range by 600. • The has a much lower crime rate than the national average. We have the second lowest crime rate in the Manawatu-Whanganui Region. • 28% of the district’s workforce is self-employed, and the unemployment rate is lower than the national average at just 2.8%.

What We Do We work with the community and key partners to deliver a local economy that is prosperous and diverse. We partner with community groups and not for profit organisations, encouraging these groups to strengthen the interests and values of our district’s residents. This includes providing funding and support to generate local solutions that will enhance the economic, social, ecological and cultural wellbeing of our district.

How We Do It We provide regulatory and economic information and support to assist residents and businesses in the district, including providing sufficient land, infrastructure and servicing and suitable zoning to support the expansion of economic activity and well-being in the district. We ensure a statutory planning framework to appropriately manage natural and physical resources We support the implementation of initiatives through the dedicated Council Economic Development Focus Group and support and fund actions to increase access to new markets and expanded opportunities for growth and job creation, and providing social infrastructure to support the education and general well-being of the community. We advocate for and contribute to efforts to improve pathways to employment for youth and workers, enhancing the prosperity of residents and the provision of skilled staff to support expansion of local industry. We review and administer contestable funding and ensure allocation of funding aligns with outcomes sought in the Community Development Strategy. We partner with community groups and not for profit organisations that deliver local solutions that promote economic, social, ecological and cultural wellbeing in our district and maintain and develop relationships with funding recipients.

We fund our Central Economic Development Agency (CEDA), Building Clever Companies and Spearhead to undertake business support programmes, including services to support innovation and entrepreneurial activity and Māori enterprise. We support CEDA to undertake labour market analysis and establish a targeted labour market strategy to match skills development with skills demand in the Manawatū Region. We work with regional and national partners to optimise collective opportunities for economic growth, including access to funding for programmes i.e. Accelerate25. We both promote and provide funding for the promotion of the Manawatū District as a great place to live and do business.

We also administer the Manawatū District Creative Communities Scheme on behalf of Creative New Zealand. We partner with those communities that have participated in our Community Planning programme to implement identified projects and actions and to work with those remaining https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 54 22 communities who are wishing to participate in community planning. We support Community Committees throughout the district. We contract security services to ensure the Feilding CBD is a safe and secure location for businesses and the community.

Levels of Service

Level of Satisfaction with economic development service delivery Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of targets CEDA has achieved under the relevant Statement 83% 83% 80% 80% 80% 80% of Intent. Level of We aim to have creative, cultural and recreational participation in our communities. (Whanau - Social Service 2 Wellbeing) Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 Number of participants in 2021/22 - - events funded by the Council. Year 1 We seek an outcome of being connected and inclusive. Our goals are to be a welcoming community, Level of where everyone has a sense of belonging and are proud of where they live. (Wairua - Spiritual Service 3 Wellbeing) Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 % of residents who feel a sense Measure 1 of community with others in 2021/22 - - their Year 1 neighbourhood/community.

Key Issues and Challenges Key issues are addressed above

How District Development is funded

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Activity – District Planning Infographic • The District Plan states what can be built and done where. • Our district is expected to grow by an average of 199 dwellings per year over the 10 Year Plan period.

What We Do We review and update the District Plan to ensure our natural and physical resources are sustainably managed and avoid, remedy or mitigate any potentially detrimental environmental effects.

How We Do It We respond to Horizons (Manawatū-Wanganui Regional Council) and central government policy proposals where these affect land use and resource management within the district We conduct a review of the District Plan every 10 years, and a review of the state of the district’s environment every five years We process private plan change requests, and ensure information about district planning and the Resource Management Act 1991 (RMA) are up to date and easily accessible via Council’s website and at the Council office (printed copy).

Key Issues and Challenges Our aging population will cause increased demand for different types of housing, care providers, and facilities, which may change the expectations the community holds for the District Plan.

How District Planning is funded

District Development Group Funding Impact Statement To be included

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EMERGENCY MANAGEMENT GROUP Infographic • During lockdown, MDC staff helped deliver 4,350 prescriptions and made over 1,300 calls to vulnerable people! • In 2019/2020, MDC attended public events, farmers markets and schools to talk about emergency management.

What We Do We provide coordination of the district’s response and recovery through an emergency event. We provide services and information to reduce risk and increase readiness, response and resilience.

Why We Do It We work to reduce the impacts from natural hazards, by ensuring communities are aware of their hazardscape and are prepared and empowered to respond and recover from an emergency. We aim to assist and encourage a resilient district, helping communities understand and prepare for their own hazards. We meet statutory requirements and community expectations to provide an active and responsive emergency management service.

The Emergency Management Group contributes to the following community outcomes: A place to belong and grow • by educating the community about Emergency Management, and ensuring residents are supported and able to act if an emergency occurs. • by starting education about emergency preparedness early in life, ensuring the next generation is more resilient. A future planned together • by working with the community to plan for emergency situations. This ensures residents and businesses are prepared and confident in our district’s ability to deal with emergencies. A prosperous, resilient economy • by assuring residents and businesses that the Council is actively involved in local, regional and national emergency management exercises, and giving confidence in our ability to recover. • by hastening economic recovery from emergency events through community and Council coordination and planning. An environment to be proud of • by understanding and reducing impacts of natural hazards in our district. • by ensuring that all of the five environments are catered for in recovery. The five environments being: social, built, economic, rural and natural. Infrastructure fit for the future • by working with the Manawatū-Wanganui Civil Defence Emergency Management Group Plan, New Zealand Critical Lifelines National Vulnerability Assessment and Regional Lifelines Plans to understand and plan for hazards, including flood mapping and active fault line mapping. We can use this knowledge to inform infrastructure planning. Value for money and excellence in local government • by coordinating responses to and providing information about emergency situations. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 57 25

• by working to coordinate local partner agencies, businesses and communities in preparedness for response and recovery to an emergency. • by being an active participant and partner in the Manawatū-Whanganui Civil Defence and Emergency Management Group. • by collaborating with nearby territorial authorities and Horizons Regional Council to maximise our CDEM effectiveness through shared resourcing.

How We Do It We work to increase public awareness about disasters and educate communities about preparedness. Council seeks to support networks with points of contact within communities, enabling emergency management activities and communication. Council works with Community Committees and relevant community organisations to promote emergency management in neighbourhoods and the wider community. We undertake an emergency management exercise programme to support Council and community preparedness. We fulfil Council’s statutory obligations under the Civil Defence Emergency Management (CDEM) Act 2002, including responding to emergencies; planning for, undertaking, coordinating and promoting recovery as required post disaster; and monitoring and evaluating situations before, during, and after the event. We fulfil the public’s expectation that Council will, in conjunction with other emergency service providers, including the Police, Fire and Ambulance services, provide leadership in the case of a natural or other disaster that necessitates an emergency response.We will engage with and support iwi driven initiatives within the Manawatū District to support vulnerable community members in emergency events.

We follow the Manawatū-Wanganui Civil Defence Emergency Management Group Plan which focuses on: • Risk reduction • Identifying risk reduction initiatives • Risk information exchange • Risk reduction programming • Flood plain mapping and modelling • Risk reduction programmes for business, communities and care facilities • Readiness, response and preparedness education • Information activity through marketing opportunities with the support of our national organisation.

We also are members and participant in committees and groups including: • Joint Civil Defence and Emergency Management Committee • Coordinating Executive Group • Local Emergency Management Committee (MDC coordinated) • Local Welfare Committee and Rural Coordination Group

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Levels of Service

Level of Council will be prepared to assist the community in the event of an emergency Service 1 Baseline Actual Target Target Target Target 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of Incident Management Team personnel trained to at least intermediate level of the 2019/20 75% ≥75% ≥75% ≥75% ≥75% Integrated Training Framework 75% for Emergency Management Manawatū Measure 2 The percentage of survey participants who were satisfied with Emergency Management Set in information and advice 2021/22 - ≥2021/22 ≥2021/22 ≥2021/22 ≥2021/22 provided by Council for the (Y1) Manawatū District in relation to an emergency event*. *An emergency event is defined as whenever the Emergency Operations Centre (EOC) is activated.

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change Climate change and changing weather patterns may cause increased severe weather events that require increased preparedness and/or emergency responses. Growth and Demand An ageing population presents a number of issues including an increasing number of residents who may be reliant on medical equipment or may not have access to transportation of their own, which presents an issue in the case of an evacuation. Regulatory and Compliance Council is required to align with legislation including the CDEM Act 2002. In 2018, the Civil Defence Minister released a report that set out a multi-year work programme to change and improve New Zealand’s emergency response system. Council will need to stay abreast of changing requirements and expectations in this area. Affordability Council claims for emergency event related costs must align with Section 33 of the National CDEM Plan in order to receive central government financial support. Unbudgeted expenditure during emergency events that cannot be recovered from the government will impact rates. Other: Outreach Emergency preparedness and planning needs to connect with all members of the community, and Council knows there is opportunity to strengthen our partnership with iwi in the emergency management space. 24/7 Coverage 24/7 monitoring of national and local warning systems is necessary to ensure a rapid and efficient response to any emergency at any time, which may require further resourcing.

Significant Negative Effects If public views emergency management as a central and local government responsibility, there may be a lack of self-reliance and preparedness amongst the community. Council can mitigate https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 59 27 this through education and ensuring public are aware of their own role in emergency preparedness.

Project Table

Year of Estimated Cost Project Development Description Plan (excl. GST) Community response and Develop community response and recovery

recovery plans plans with Community Committees Radio network Upgrade the council analogue radio

network

How Emergency Management is funded

Emergency Management Funding Impact Statement To be included

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REGULATORY GROUP What We Do Animal control, building control, environmental health, alcohol licencing, compliance and enforcement, and resource consent planning.

Why We Do It We work to provide a safe environment and protect amenity for the community making the Manawatū District a desirable place to live and do business.

The Regulatory Group contributes to the following outcomes: A place to belong and grow • by ensuring a safe environment to live, work, and play. An environment to be proud of • by ensuring our built environment and food/alcohol and health premises are safe and fit for purpose. Infrastructure fit for the future • by making sure buildings and new developments are safe and accessible. A prosperous, resilient economy • by processing quality building and resource consents and promoting sustainable development. Value for money and excellence in local government • by aiming to deliver a customer focussed service while meeting legislative requirements.

How We Do It We assist in developing bylaws and policies and monitor and enforce them to ensure a safe and useable environment for all members of the community. Council is available 24 hours, 7 days a week for priority 1 animal control call outs, and ensures all dogs are registered and controlled. We monitor and enforce standards for businesses including processing licenses and inspecting premises where necessary. This includes businesses selling food and/or alcohol, hairdressing salons, camping grounds, and funeral directors, as also responding to health nuisances and investigating noise complaints We issue building consents, certificates of acceptances, certificates for public use, code compliance certificates, inspect buildings and provide advice, as well as issuing resource consents for subdivision, land use and certificates of compliance. Council then continues to monitor and enforce compliance of resource consent conditions.

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change Council applies flood modelling data to consenting processes for future development. Growth and Demand Population growth leads to an increased demand for development and services, creating pressures to meet timeframes, and a need for increased staffing. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 61 29

Increased demand combined with legislative requirements contributes to difficulty in recruiting competent officers, as councils across the country compete for finite resourcing. Regulatory and Compliance Legislation changes can increase the cost or processes required to issue licenses and consents, which can negatively impact businesses. New legislation requires additional services, at times with limited ability to recover costs. Affordability The aging population will lead to issues with the affordability of services.

Significant Negative Effects Processing time for resource and building consents and the costs of compliance may be considered excessive by applicants. Timeframes reflect legal requirements, and the level of processing required from staff. Fees and charges are evaluated to provide the necessary balance of affordability and service.

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Activity – Animal Control Infographic • There were 7,542 dogs registered in the district in the 19/20 year. • The Labrador is the most common breed of dog in our district.

What We Do We provide animal control services including dog safety education programmes as part of our role in protecting public safety throughout the district.

How We Do It We administer The Dog Control Act 1996, Impounding Act 1955, Council’s Dog Control Policy and Animal Control and Dog Control Bylaws and ensure dogs are registered and controlled throughout the district. We classify the district’s ‘menacing’ and ‘dangerous‘ dogs and maintain Council’s National Dog Database interface. We provide access to a 24 hour 7 day a week animal control service for priority 1 call outs/responses and impound nuisance, surrendered, unregistered dogs or wandering stock at our Awa Street site for collection by owners, rehoming or destruction. We offer a “selected ownership” status, provide dog education programs and sponsor obedience training certificates to the Feilding Dog Training Club.

Levels of Service

Level of Providing a safe environment and protecting the community through timely Service 1 responses to requests for service Baseline Actual Target Target Target Target

2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of urgent requests about dog attacks/wandering stock responded to or caller 2019/20 99% 90% 90% 90% 90% contacted within 15 99% minutes of Council receiving request. (Priority 1) Measure 2 % of notifications of roaming dogs responded to or caller contacted the 2019/20 99.5% 90% 90% 90% 90% next working business 99.5% day of Council receiving request. (Priority 2) Measure 3 % of routine animal control issues responded to or caller contacted the next 2019/20 96% 90% 90% 90% 90% working business day of 96% Council receiving notification. (Priority 3)

Assets and Portfolio Awa Street Pound

Key Issues and Challenges Population growth may increase the number of dogs in the district. The district is experiencing a growth in the breeding and training of greyhounds. Non-registration of dogs requires considerable monitoring and enforcement each year which impacts on rates. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 63 31

How Animal Control is funded

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Activity – Building Control Infographic • We processed 705 building consents last year. • Our biggest paper file is New World Feilding at 4,515 pages long - but they are now processed online.

What We Do We process building consent applications for compliance with the Building Act and the New Zealand Building code. We also issue certificates of acceptance, certificates for public use, and code compliance certificates. We conduct inspections, respond to building complaints, and monitor swimming pool and spa fencing and building warrants of fitness.

How We Do It Council is an accredited Building Consent Authority, and administers the Building Act 2004. This includes responding to earthquake-prone, dangerous or insanitary buildings issues, as well as responding to building related complaints and providing advice. We assist in the development of policies for dangerous, affected and insanitary buildings and administer the earthquake prone building legislation under the Building Act 2004. We facilitate key stakeholder meetings for the construction and development industry and have a building officer on duty to assist with building control advice for new or existing buildings, building consent application lodgements and pre-application meetings to provide clarification/interpretation of the Building Act and Building Code. We work to make Building Control Services information current and accessible via Council’s website and Council office (printed copy) and make building consenting application services accessible and transparent via the online portal. We ensure the built environment meets safety and accessibility standards including ensuring buildings provide facilities for people with disabilities where required, and monitoring swimming pool/spa fencing to protect children under five years from drowning.

Levels of Service

Level of Ensuring life safety by monitoring commercial and public buildings for compliance Service 1 with the Building Warrant of Fitness Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of the district's commercial and public buildings that hold Set in a current compliance 2021/20 - 100% 100% 100% 100% schedule are audited every 3 22 (Y1) years. Level of Ensuring we are meeting the statutory obligations of the Building Act as an Service 2 Accredited BCA, providing a safe built environment and providing a responsive building control service Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of valid complaints that are investigated and responded 2019/20 to relating to our building 95% 90% 90% 90% 90% 95% control service within the specified timeframes.* Measure 2 % of residential swimming Set in pools that are inspected 2021/20 - 95% 95% 95% 95% every 3 years to ensure 22 (Y1) https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 65 33

compliance with the Building Act.

Measure 3 % Applications processed within statutory and specified timeframes: A. Building consent applications and code compliance certificates

processed and 2019/20 approved - 20 working A. 94.5% A. 94.5% 95% 95% 95% 95% days.

B. Fixed fee (small works) B. 88% B. 88% building consent applications processed and approved - 10 working days. (internal target) *A valid complaint means an expression of dissatisfaction with a Council service or process where a resolution is explicitly or implicitly expected (unless considered by Council to be frivolous, vexatious or based on mistaken understanding of Council’s responsibilities)

Key Issues and Challenges Changing requirements can give Council more responsibilities with limited ability to collect the costs incurred. An example of this is the earthquake prone building legislation.

How Building Control is funded

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Activity – Compliance and Monitoring Infographic • Council responded to over 500 noise complaints in the 12 month period to October 2020. • Between January and November 2020, Council collected 1,153 dumped tyres. This cost Council around $23,000 in disposal fees. Investigation of these incidents is handled by compliance officers.

What We Do We work to keep residents, visitors and the environment safe by monitoring, mitigating and minimising potentially harmful activities. We process alcohol licences, food control plans and monitor licensed and registered premises.

How We Do It We administer the Health Act 1956, Food Act 2014, Resource Management Act 1991, Amusement Devices Regulations 1978, Hazardous Substances and New Organisms Act 1996, the Gambling Act 2003 and the Racing Industries Act 2020, and administer statutory obligations set by the Sale and Supply of Alcohol Act 2012. Council collaborates with New Zealand Police, Mid Central Health and Fire and Emergency New Zealand (FENZ), and appoints a District Licensing Committee who make decisions on applications for: • New and renewed licences and managers’ certificates • Temporary authorities and temporary licences • Variation of licences • Special licences We conduct annual inspections of registered health premises to ensure they comply with licence conditions, and register and audit premises that prepare and sell food, and enforce legislation relating to hazardous substances and amusement devices as well as enforcing bylaw provisions. We monitor and enforce compliance with land use and subdivision consent conditions. We educate and provide advice to the public and businesses on these services, and respond to complaints including providing a 24 hours 7 day a week noise response service.

Levels of Service

Level of Ensuring the community has safe food premises and hygienic health registered Service 1 premises Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of all food premises are verified Set in as per legislative requirements 2021/22 - 100% 100% 100% 100% under the Food Regulations 2015. (Y1) Level of Protecting community amenity and providing a responsive compliance service by Service 2 timely responses to requests for service Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of requests for service related to incidents that endanger public 2019/20 health are responded to within 24 96% 85% 85% 85% 85% hours of notification. 96%

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Measure 2 % of urban noise complaints that 2019/20 are responded to within one hour 96% 85% 85% 85% 85% of notification. 96% Measure 3 % of requests for service related to incidents that do not endanger 2019/20 94% 85% 85% 85% 85% public health are responded to 94% within 48 hours of notification. Level of Keeping our community safe by monitoring selected licensed premises selling alcohol Service 3 for compliance with their license conditions Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of licensed premises that are inspected annually to ensure compliance with the conditions of 2019/20 94%* 95% 95% 95% 95% their license and to work with 94%* those who do not comply to bring them up to compliance. *Covid-19 lockdown affected our ability undertake inspections

Key Issues and Challenges Issues and challenges for Compliance and Monitoring are covered at the group level.

How Compliance and Monitoring is funded

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Activity – Consents Planning Infographic • Council processed 165 land use consents and 153 subdivisions in 2019/2020, alongside other consents, certificates and notices. • Subdivision consents expire after 5 years.

What We Do We provide planning resource consent guidance and consenting to help ensure our natural and physical resources are sustainably managed, and avoid, remedy or mitigate any potentially detrimental environmental effects.

How We Do It We apply the District Plan and policies that reflect the direction given by central government and Horizons. (Manawatū-Wanganui Regional Council), This includes processing resource consents. and assessing all building consents to ensure they meet the provisions of the District Plan. We process private plan change requests and notices of requirements for designations. We provide planning advice to all customers and have input into the approval of alcohol licenses, and Land Information Memorandums (LIMs). We ensure information about the resource consent application process is up to date and easily accessible via Council’s website and at the Council office (printed copy). There is a planner on duty on each working week day between the hours of 9am to 1pm at the Council office to assist with general planning or resource consent application enquiries. Planners are also available outside this timeframe to assist with any planning or resource consent enquiries.

Levels of Service

Level of Ensuring the Consents Planning Team are meeting the statutory obligations of the RMA Service 1 to protect the environment and ensure compliance with the District Plan Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of applications for permitted boundary activities under the Set in Resource Management Act are 2021/22 - 100% 100% 100% 100% processed in accordance with the (Y1) statutory timeframes. Measure 2 % of applications for resource consent under the Resource Management Act are processed in accordance with the statutory Set in timeframes: 2021/22 - 90% 90% 90% 95% Non-Notified (Y1) Limited Notified (with hearing) Limited Notified (without a hearing) Notified Measure 3 The number of Resource Consent applications for resource consents Set in returned to applicant as incomplete Number Number Number Number 2021/22 (under section 88 of the RMA)for: - recorded recorded recorded recorded Permitted boundary activities (Y1) Resource Consents Measure 4 The number of applications for which Set in a request for further information has Number Number Number Number 2021/22 been made. (under section 92 of the - recorded recorded recorded recorded RMA) (Y1)

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Key Issues and Challenges Key issues and challenges for Consents Planning are covered at the group level.

How Consents Planning is funded

Regulatory Funding Impact Statement To be included

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GOVERNANCE AND STRATEGY GROUP Infographic • Council and its committees have made 227decisions so far this triennium including 27 decisions made at the six meetings held during lockdown. • Council has heard nine public forum speakers, including three speakers at Joint Strategic Planning Committee meetings. • 37 presentations have been made to Council and committee meetings.

What We Do We set the strategic direction for the district and ensure responsible financial management of public funds. We also provide structures and processes for local democracy and decision making that is: • Collaborative • Open/transparent • Inclusive • Friendly

Why We Do It We want to ensure a happy and prosperous district by providing sound leadership and involving our community in shaping our future. The Local Government Act 2002 (LGA) sets out the purpose of local government and the framework for the work we do. There are also a range of other pieces of legislation that relate to Council’s planning and regulatory role in the district.

The Governance and Strategy Group contributes to the following community outcomes: A place to belong and grow • by aligning decision making with community feedback. • by exceeding legal requirements for community inclusion. • by collaborating with the community in strategic planning. • by providing opportunities to participate in the democratic processes and decision making. A future planned together • by collaborating with the community around statutory and non-statutory planning. • by using relevant engagement methods that are flexible, responsive and innovative. An environment to be proud of • by making informed and prudent decisions with our environment in mind. A prosperous, resilient economy • by involving the community in the decision making process and keeping the interests of community and business in mind, we can support healthy economic growth. Value for money and excellence in local government • by collaborating internally and externally to maximise efficiency. • by staying aware of community opinion. • by providing excellent customer service.

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How We Do It As well as the formal Council team made up of ten elected members and the Mayor we have five standing committees; • Audit and Risk Committee • Community Development Committee • Ngā Manu Tāiko Manawatū District Council • Hearings Committee • Chief Executive’s Employment Committee

We also have a joint standing committee with Palmerston North City Council, which addresses strategic planning issues that impact on both Manawatū District and Palmerston North City and to provide oversight for the activities of the Central Economic Development Agency Limited (CEDA). We have three informal focus groups – Economic Development, District Plan, and Infrastructure – to keep our finger on the pulse of progress in these three areas in the district. We work closely with our 17 community committees as well as the Manawatū District Youth Council as specific communities of interest. We provide opportunities for the public to be involved in the important decisions that Council makes about the Manawatū District. We work to promote and advocate for the best interests of the district at regional and central government levels. We manage finances responsibly.

Key Issues and Challenges The four key challenges described [on page XX] are the overarching issues that the governance team (the elected members of Council) faces with almost all the decisions it makes. The four challenges and their impact on this group are:

Issue Impact on the governance team (the elected members of Council) Resilience and Climate Change The governance team relies on expert advice about the possible impacts of climate change on our district and must factor that advice into its long term planning to ensure community and infrastructure resilience. Growth and Demand The governance team needs to ensure it is able to provide community services and infrastructure to accommodate the growing population while maintaining affordability (see below). Regulatory and Compliance One of the key roles of Council is to enact and enforce changes in laws, policies and regulations set by central government. There are a lot of these changes either already underway or being considered in the near future. This will have a flow on effect in terms of resourcing requirements for all councils in New Zealand. Affordability The three challenges outlined above all result in increased costs. Council must balance the requirement to provide good quality infrastructure and services in the most cost-effective way

Significant Negative Effects Decisions made by Council may affect some or all residents and ratepayers. Council has a Significance and Engagement Policy to guide Council on significant decisions and how to best engage with those affected in the decision-making process. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 72 40

Levels of Service

Level of Responsible financial management Service Baseline Actual Target Target Target Target

2019/20 2019/20 2020/21 2021/22 2022/23 2023-31 Measure The number of breaches in rates limits or debt levels 0 0 0 0 0 0 as set in the Financial Strategy

How the Governance and Strategy activity is funded

Governance and Strategy Funding Impact Statement To be added

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ROADING GROUP Infographic • If all the roads in the district were in a straight line, they would reach from Cape Reinga to Wellington – and have over 300km to spare! • NZTA owns and maintains state highways (including parts of Aorangi Street and Kimbolton Road in Feilding) • The cost of replacing the entire roading network managed by Council is $700 million.

What We Do We maintain and deliver a roading network that provides suitable access to business, educational, social and recreational services for the district’s residents and businesses, as well as encouraging the uptake of walking and cycling as transport modes and for recreation. We provide an appropriate network of tourism routes.

Why We Do It We provide an integrated and resilient land transport network that ensures safe and efficient travel for everyone who lives in and passes through our district.

The Roading Group contributes to the following community outcomes: A place to belong and grow • by ensuring that our roads and footpaths are safe to use, while encouraging the community to drive, walk, or cycle for business or pleasure. An environment to be proud of • by being committed to protecting and enhancing the natural, cultural and built environment. Infrastructure fit for the future • by being prepared for the changing needs of our communities and being resilient to evolving environmental conditions. A prosperous, resilient economy • by enabling the safe and efficient transport of goods and services throughout the district and connects the Manawatū with the wider New Zealand economy. Value for money and excellence in local government • by employing Better Business Case principals to ensure robust and targeted investment decisions.

How We Do It We optimise maintenance programmes to improve the reliability and cost effectiveness of the road network. We improve the resilience of the road network to reduce the impact of natural hazard events and improve the safety of the road network. Safety is improved through installing, upgrading or amending signage, removing roadside hazards, improving sightlines, traffic calming near schools and other minor safety improvements. We provide access to the residential and industrial growth areas in Feilding and the Manawatū District.

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Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change During periods of intense rainfall Feilding, Rongotea, Kairanga/Bainesse and Tangimoana are prone to flooding, and mudslides, debris flows and rock slides occur in the rural hinterland. It is possible that the intensity and frequency of extreme weather events, such as flooding, drought or heavy snowfall, will increase as a result of climate change, in line with projections released by NIWA following the IPCC Fifth Assessment Report. Growth and Demand Land use changes and transport requirements are placing increasing stresses on the form and function of the network. Between 2024 and 2029 there will be a peak in logging traffic as forests come to maturity in the district. Over one million tonnes of timber are to be extracted during this period, which will put pressure on rural road maintenance schedules. The economy and the population of the district are growing. Economic development requires investment to provide transport access for housing development and the industrial and commercial growth expected at the Kawakawa Road Industrial Park. An increase in traffic on the roads may increase congestion and wear on roads which will increase maintenance costs and renewal frequency. Regulatory and Compliance The One Network Road Classification (ONRC) levels of service are now established for the district. Council must deliver a service that achieves Customer Level of Service Outcomes. Affordability The Financial Assistance Rate (FAR), is the New Zealand Transport Agency (NZTA) investment in Council’s local roading network for all approved work. In 2020, NZTA reviewed all local authority FARs. This review will result in a staged reduction in the Council’s FAR from 53% in 2022 to 51% in 2024, meaning costs will increase for Council. Other: Safety There is a high level of serious and fatal crashes per vehicle kilometre travelled in the Manawatū District Aging Bridges Bridges nearing the end of their useful lives may not be replaced, but will require inspections, maintenance and assessment on options to extend their usability.

Significant Negative Effects The national transport system is responsible for about one-fifth of New Zealand’s climate changing greenhouse emissions, and emissions are anticipated to increase over time. Transport emissions can contribute to poor air quality. Contaminants such as those from vehicle tyres, brake pads, oil and grease and the wear of bitumen from road surfaces can all end up in the district’s air, water and land. Large construction projects can also lead to adverse environmental effects.

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Promoting energy efficiency, particularly via the promotion of alternative modes of transport such as walking and cycling is a key contributor to mitigating the adverse environmental effects of the land transport system.

Levels of Service

Level of You can expect to get to where you need to go safely using our road network (Mandatory) Service 1 Baseline Actual Target Target Target Target 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The change in the number of fatalities 2019/20 Fatalities: 1 Fewer than Fewer than Fewer than Fewer than and serious injury Fatalities: 1 Serious the the the the crashes on the local Serious injury previous previous previous previous injury road network from crashes: 17 year year year year the previous financial crashes: 17 year Level of You can expect the road to be in good condition (Mandatory) Service 2 Baseline Actual Target Target Target Target 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The average quality of ride on a sealed local road network, measured by Smooth Travel Exposure (STE) index ratings 2019/20 (percentage of 98% 90% 90% 90% 90% 98% assessed network length where roughness is under the relevant threshold).*

*A High Speed Data Survey will be carried out every two years on all sealed roads. The condition of the asset is described by a set of attributes. The quality of these attributes changes over the lifetime of the asset. Sound decisions about interventions and investments rely to a large degree on knowledge of the current condition and the rate of change in the condition of the asset. Level of You can expect the roading network to be well maintained (Mandatory) Service 3 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of the sealed local 2019/20 road network that is 5.55% 5.55% 5% 5% 5% 5% resurfaced. Level of You can expect well maintained footpaths (Mandatory) Service 4 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of footpaths within the district that fall within the level of service or service standard for the condition of 2019/20 footpaths that is set 99.7% 99.7% 95% 95% 95% 95% out in Council’s Activity Management Plan (for example, cracking, breaks, high lips, trip hazards etc). Level of You can expect a timely response to your request for service (Mandatory) Service 5 https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 76 44

Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of customer service requests relating to roads and footpaths responded to within the following timeframes: Urgent requests*:

within three hours of 2019/20 Urgent: the request being Urgent: 100% lodged with Council. 100% Non-urgent: 90% 90% 90% 90% Non-urgent requests: Non-urgent: 94.6% the repairs will be 94.6% included in the 3 month rolling programme or as instructed by Council’s Roading Team. *“Urgent” roading call-outs include the following: sealed and unsealed road failures affecting traffic safety and showing signs of rapid deterioration; removal of offensive graffiti; replacement and painting (where required) of defective or damaged barriers where traffic or public safety is seriously compromised; potholes on arterial roads; removal of offensive and dangerous litter and debris (e.g. dead animals, vomit, excrement, broken glass etc) on all urban roads; and unsealed roads that have subgrade exposure and slippery conditions, where road user safety is at risk. All other roading and footpath requests for services are considered “non-urgent.” Further detail on the frequency of inspections and response times is included in Appendix 9 of the Roading Activity Management Plan.

Assets and Portfolio Network length (km)

Sealed Unsealed Network Urban 120.97 11.5 132.47 Rural 880.19 355.29 1235.48 Total 1001.16 366.79 1367.95

Projects

Project Description Year of Estimated Cost Plan (excl. GST) Turners Road Construction of a 6m wide road from Turners Road to Extension Kawakawa Road as a first step in developing this area, enabling access to 24 hectares of high-quality industrial land. Growth Required infrastructure such as roads, footpaths, Precinct 4 streetlights and road drains to develop precinct 4.

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How Roading is funded Feilding Central Business (CBD) Redevelopment

Roading Network

Roading Funding Impact Statement To be added

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SOLID WASTE GROUP Infographic • 32% percent of the District’s waste is diverted from landfill. • 6,307 tonnes of waste went to landfill from the Manawatū District in the 2019/2020 year, made up of 1,960 tonnes from bag collection, 572 tonnes from Smart Commercial Waste (not Council run) and the remainder from the transfer station.

What We Do We provide weekly refuse bag collection service to urban and selected rural areas, kerbside recycling to Feilding residents and businesses, and rural recycling facilities in selected villages. We provide waste transfer stations, litterbin services, bulk rural refuse collection and work with the community to minimise waste.

Why We Do It We work to protect the environment throughout the district by reducing the amount of waste to landfill. We also play an important role in protecting public health by ensuring the safe and hygienic collection of household and commercial waste.

The Solid Waste Group contributes to the following community outcomes: An environment to be proud of • by working to enable recycling opportunities and waste diversion from landfill. Infrastructure fit for the future • by investing in urban and rural waste management and recycling facilities to provide communities with effective waste management options to cater for current and future needs. A prosperous, resilient economy • by working to enable a clean environment across the district which is vital to our wellbeing as well as our attractiveness to visitors and investors. Value for money and excellence in local government • by actively engaging in the provision of solid waste services throughout the district to ensure a cost effective service. • by promoting innovation in the waste management industry, leveraging the strategic geographical location of the Manawatū.

How We Do It We provide weekly refuse bag collection service to urban and selected rural areas, kerbside recycling to Feilding residents and businesses, and rural recycling facilities in selected villages. We provide waste transfer stations, litterbin services, and bulk rural refuse collection, inspect solid waste collection points to ensure safety and avoid health risks, and remove fly-tipping We meet our legal obligations under the Waste Minimisation Act 2008, Local Government Act 2002, Health Act 1956 and Resource Management Act 1991 to provide solid waste services and regularly review our Waste Minimisation Management Plan We support the Enviroschools, Zero Waste Education and Marae-based waste minimisation and recycling programmes and deliver waste education programmes. We provide educational material to households, farmers, schools and businesses educating about the benefits of diverting more waste from landfill through recycling.

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Levels of Service

Level of Provision of convenient rubbish and recycling services for rural and village residents Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 % of rural residents who have a 2019/20 Council refuse bag drop-off point 90% 90% 90% 90% 90% 90% close to their homes. Measure 2 Mobile recycling centres are conveniently located within all 2019/20 identified villages within 5 km of Yes Yes Yes Yes Yes Yes village centre. Level of Provision of waste education programmes to encourage recycling Service 2 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 Funding provided for waste 2019/20 education programmes that Yes Yes Yes Yes Yes Yes promote reduce and reuse. Level of Provision of effective waste services Service 3 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of valid complaints received by Council about its 2019/20 performance of its solid waste 54 54 <100 <100 <100 <100 services (expressed as number of complaints per 1000 households). *A valid complaint means an expression of dissatisfaction with a Council service or process where a resolution is explicitly or implicitly expected (unless considered by Council to be frivolous, vexatious or based on mistaken understanding of Council’s responsibilities)

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change Awareness is rising around the need for responsible waste practises, and expectations for Council responsiveness will rise. Closed landfills require monitoring and maintenance to ensure no waste is released back into the environment. Our regular monitoring also includes external audits, ensuring Council is aware of any changes. Growth and demand As the population grows, the waste created will increase unless measures are put in place to educate and support the community in waste minimisation. Regulatory and compliance Future legislative changes around requirements for recycling or waste disposal may require increased levels of service from Council. Rising national and international standards for plastic recycling means that Council may struggle to dispose of some waste streams. Affordability The costs of disposing of solid waste may become prohibitive for some people. Council has no open landfills in the district, and transports waste out of the district to privately owned landfills.

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Council is required to pay landfill costs including carbon credits, and these costs are likely to continue to increase. Recycling and reduction of single use items is increasingly important to reduce costs of disposal to landfill. Other: Waste Minimisation COVID-19 has had a negative impact on community waste minimisation efforts including use of single use items such as gloves and masks. This change may slow waste minimisation efforts without ongoing education and promotion. International markets for recycling have also slowed, in part due to COVID-19. Fly Tipping Council faces clean-up costs and disposal for rubbish dumping. In 2019/2020 this has included a number of tyres being dumped on roads. Where Council has to dispose of fly tipping, costs for disposal must be covered by rates, or recovered through prosecution.

Significant Negative Effects Disposal of waste to landfill has negative environmental and cultural impacts. Offshoring plastic waste for recycling may have negative environmental impacts when exporting to countries with lower environmental standards.

Assets and Portfolio The new Resource Recovery Centre (RRC) will be operational in 2021.

How the Solid Waste Activity is funded Solid waste collection and disposal:

Kerbside recycling collection:

Solid Waste Funding Impact Statement To be included

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STORM WATER GROUP Infographic • There are more than 1,000 manholes in the district.

What We Do We provide a network of stormwater systems throughout the district.

Why We Do It We work to protect people, property and community assets from flooding, maintain the economic productivity of rural land and to minimise contaminants of the districts’ waterways. The Stormwater Group contributes to the following community outcomes: A place to belong and grow • by providing efficient stormwater management, which is an important service for the use and versatility of property across the district. Planning our future together • by managing development within the district to ensure appropriate provision for stormwater drainage. An environment to be proud of • by ensuring compliance with our resource consents to protect our environment. Infrastructure fit for the future • by ensuring residents feel safe as the possibility of flooding during storm events is reduced.

How We Do It We maintain reticulated stormwater systems in Feilding, Rongotea and Sanson including inlets, pipes, open drains, and outlets to receiving environments. We maintain shared stormwater assets in Himatangi Beach, Halcombe, Apiti, Kimbolton, Pohangina, Rangiwahia and Cheltenham. We also carry out significant ongoing maintenance to the four rural drainage schemes: Bainesse, Maire, Makowhai and Oroua.

Levels of Service

Level of Provision of an effective stormwater system (Mandatory) Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of habitable floors affected during each flooding 2019/20 0 <10 <10 <10 <10 event. (Expressed per 1000 properties 0 connected to Councils stormwater system) Level of Compliance with resource consent conditions for discharge from Council's Service 2 stormwater systems (Mandatory) Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of: 2019/20 < 0 A. abatement notices A. 0 A. 0 A. <2 A.<2 A. <2 A. <2 B. infringement notices B. 0 B. 0 B. 0 B. 0 B. 0 B. 0 C. enforcement orders C. 0 C. 0 C. 0 C. 0 C. 0 C. 0 D. 0 D. 0 D. 0 D. 0 D. 0 D. 0 https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 82 50

D. successful prosecutions received in relation to those resource consents Level of Timely response to flooding events (Mandatory) Service 3 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 Measuring the median response No No times to attend a flooding event, flooding flooding measured from the time that events events Within 2 Within 2 Within 2 Within 2 Council receives notification to the occurred occurred hours hours hours hours time that service personnel reach during during the site 2019/20 2019/20

Level of Customer/resident satisfaction with the performance of Council's reticulated Service 4 stormwater system (Mandatory) Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of valid complaints received by Council about the performance of its stormwater 2019/20 7.3 <20 <20 <20 <20 system (expressed per 1,000 7.3 properties connected to Council's stormwater system) *A valid complaint means an expression of dissatisfaction with a Council service or process where a resolution is explicitly or implicitly expected (unless considered by Council to be frivolous, vexatious or based on mistaken understanding of Council’s responsibilities)

Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change More frequent severe weather events may create a need for improved capacity and capability of stormwater assets to handle heavier flows and increased rainfall. Growth and Demand Changes in land use for industry or urban use will increase the impervious area, meaning additional stormwater run-off is generated. This can create more frequent overland flow and ponding. Regulatory and Compliance Hydrological neutrality required by Horizons Regional Council. Reporting and definitions of stormwater and flooding need to be approached separately due to changes in regulation Affordability The aging population will have implications for the affordability of our services.

Significant Negative Effects There will be times when rainfall exceeds the design of the stormwater system, resulting in flooding. To help alleviate this, secondary flow paths are used to reduce the risk of household damage. Discharging stormwater containing contaminants from urban environments may impact on the life-supporting capacity or mauri of ecosystems (e.g. river systems) and the environment generally. Horizons (Manawatū-Wanganui Regional Council) through their resource consent process manages environmental effects in the main streams and rivers. Council actively complies with resource consent conditions and with the One Plan, working with property owners to reduce the risk of contaminants entering the stormwater system. https://jarvis.mdc.govt.nz/site/Democratic1922/council/1922 30 Council 17 December 2020/11.2 ATT Activity Statements for Adoption in Draft 10YP.docx 83 51

The costs of providing and improving stormwater infrastructure in some areas of the district may be beyond the ability of the community to pay. While there are always costs for delivering a service, Council promotes the best cost-efficient solution philosophy to stormwater activities.

Project Table

Project Description Year of Plan Estimated Cost (excl. GST) Precinct 4 Growth Infrastructure to support growth in precinct 4 Works Precinct 5 Growth Turners Road Extension (stormwater component) Works Precinct 5 Growth Kawakawa and new road (ITM) upgrades Works

Assets and Portfolio 87.3 km of stormwater mains

How the Stormwater Activity is funded Rural Land Drainage

Urban Stormwater

Funding Impact Statement To be included

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WASTEWATER GROUP Infographic • On average, the Waste Water Treatment Plant processes 7 million litres of water a day • There are more than 220km of wastewater pipes in the district. If that was in a straight line, it would be more than enough to reach from Feilding to Wellington.

What We Do We collect, treat and dispose of wastewater, including domestic, commercial and industrial waste.

Why We Do It We work to protect the environment, minimise risk and health hazards from wastewater and other waste water overflows by having a service that is cost-effective, compliant and operated in a social and culturally acceptable manner. The Waste Water Group contributes to the following community outcomes: A place to belong and grow • by managing development within the district to ensure the appropriate provision of wastewater is managed and planned in a way that provides for our district’s growth. A future planned together • by providing an effective wastewater infrastructure, which is a prerequisite for a healthy, growing economy. An environment to be proud of • by ensuring our wastewater infrastructure is capable of meeting resource consent requirements which minimises any adverse effects on the environment. Infrastructure fit for the future • by providing cost effective wastewater infrastructure and initiatives that ensure safe management of wastewater, protecting public health. A prosperous, resilient economy • by ensuring that effective collection and disposal of treated wastewater minimises any public health risk. Value for money and excellence in local government • by centralising wastewater from the district villages to the Manawatū Wastewater Treatment Plant, we ensure that wastewater is treated and managed in a safe and cost effective manner.

How We Do It We maintain reticulated wastewater networks in Feilding, Awahuri, Cheltenham, Halcombe, Kimbolton, Rongotea, Sanson and Himatangi Beach. Council works to ensure that we meet resource consent requirements for the discharge of treated wastewater to either land or water from the district’s Wastewater Treatment Plants, and meet statutory obligations under the Local Government Act 2002, Health Act 1956 and Resource Management Act 1991.

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Levels of Service

Level of Effectively managed Council reticulated wastewater system (Mandatory) Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of dry weather sewerage overflows from 2019/20 Council’s sewerage system, 4 <6 <6 <6 <6 4 expressed per 1000 sewerage connections. Level of Compliance with the Council’s resource consents for discharge from its treated Service 2 wastewater system (Mandatory) Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The number of abatement notices advising of breaches or 2019/20 0 <2 <2 <2 <2 resource consent conditions per 0 scheme. Measure 2 The number of infringement notices, enforcement orders, and 2019/20 convictions received by Council in 0 0 0 0 0 0 relation to resource consent conditions per scheme. Level of Timely response and resolution to faults or blockages (Mandatory) Service 3 Actual Target Target Target Target

2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 Median response time from the time the Council receives notification to the time that 2019/20 55 mins <2 hrs <2 hrs <2 hrs <2 hrs service personnel reach the site. 55mins (Urgent) Measure 2 Median resolution time: from the time Council receives notification 2019/20 to the time service personnel 191 191 <5 hrs <5 hrs <5 hrs <5 hrs confirm mins mins resolution of the blockage or other fault. (Non-urgent) Level of Service 4 Satisfaction with the quality of Council's wastewater service (Mandatory)

Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The total number of valid complaints received by Council about the following, sewage odour, sewerage system faults, 2019/20 sewerage system blockages, <20 <20 <20 <20 <20 3.6 Council’s response to issues with its sewerage system. (expressed per 1,000 connections to the council sewerage system)

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Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change More frequent severe weather events may create a need for improved capacity and capability of wastewater assets. Growth and Demand A growing demand for wastewater treatment, based on population growth or changing industries, will potentially generate a requirement for development of existing infrastructure or additional infrastructure. Regulatory and Compliance There is risk and uncertainty around resource consent renewals, with limitations in land availability for onsite discharge of treated wastewater. Affordability The aging population will have implications for the affordability of our services. Other: Dry weather overflows – renewals and upgrades are planned to ensure wastewater flows correctly and overflows do not occur.

Significant Negative Effects Disposal of treated effluent to water and land has physical, cultural, and health implications. Lacking a sewerage system is a negative for some areas, but the costs of providing and improving wastewater infrastructure in some areas of the district may be beyond the ability of the community to pay.

Project Table

Year of Estimated Cost Project Description Plan (excl. GST) Precinct 4 Growth Works Infrastructure to support growth in precinct 4

Feilding Wastewater Increased irrigation and separation of trade waste Treatment Plant Upgrade Wastewater Piping untreated wastewater from villages of Centralisation Halcombe, Sanson, Rongotea, Awahuri, Cheltenham, and Kimbolton to the Manawatū Wastewater Treatment Plant.

Assets and Portfolio • 160 km of mains • Feilding Waste Water Treatment Plant • Seven other WWTPs - Rongotea, Sanson, Himatangi Beach, Halcombe, Cheltenham, Kimbolton, Awahuri.

How the Wastewater activity is funded

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Wastewater Funding Impact Statement To be included

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WATER SUPPLY GROUP Infographic • Council supplies water to 7,139 properties across the district. • Council has 346.5 km of water mains.

What We Do We ensure that there is a sufficient water supply for our community, and undertake water treatment to ensure it is safe to drink.

Why We Do It We work to maintain public health through the provision of water that meets New Zealand Drinking Water Standards; and fostering development in the district by meeting the requirements for commercial premises or major industries.

The Water Supply Group contributes the following community outcomes: A place to belong and grow • by ensuring the district enjoys ample potable water for domestic and industrial use. A future planned together • by having an integrated plan for the provision of potable water that aligns with Councils wider growth and development plan across the district. An environment to be proud of • by investing in a network of deep sourced ground water supplies to reduce the community’s reliance on river water, ensuring a healthy and sustainable environment. Infrastructure fit for the future • by investing in a potable water network that provides drinking water for the current and foreseeable future needs of our community. A prosperous, resilient economy • by providing water supply networks which underpin the current residential, commercial and rural needs and future economic development opportunities. Value for money and excellence in local government • by ensuring that targeted investment in the water networks delivers water that is affordable and reliable across the district.

How We Do It We provide water supplies to meet residential and industrial/commercial needs via Council’s four urban drinking water schemes: Feilding, Himatangi Beach, Sanson and Rongotea. We also provide rural water schemes in Stanway/Halcombe and Waituna West to meet residential and agricultural needs. We also administer two rural water supply schemes that are community operated (Kiwitea and Oroua No. 1) and ensure all Council water schemes meet the appropriate standards. This work also involves maintaining Council’s water treatment plants and water storage facilities, and maintaining and repairing Council’s reticulation network system, as well as monitoring and managing the demand for waste.

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Key Issues and Challenges The four key issues described [on page XX] are the overarching challenges that Council faces with almost all the decisions we make. The four challenges and their impact on this group are:

Issue Impact on this Group Resilience and Climate Change More frequent severe weather events may create a need for improved capacity and capability of water supply assets. Rural communities that rely on rainwater will be vulnerable to drought, and also will need a water supply for fire-fighting. Growth and Demand A growing demand for water supply, based on population growth or changing industries will potentially generate a requirement for development of existing infrastructure or additional infrastructure. Increasing industrial demand and farming standards can increase use of water, while promoting water-saving practices can help to reduce demand. Regulatory and Compliance Council is committed to providing an urban potable water supply that complies with national Drinking Water Standards. Improvements are required for the Stanway-Halcombe rural water supply to achieve Drinking Water Standards. It is anticipated that standards and their interpretation will become stricter with time. Affordability The aging population will have implications for the affordability of our services.

Significant Negative Effects The costs of provision and improvement of water supply infrastructure in some areas of the district may be beyond the ability of the community to pay. While there are always costs for delivering a service, Council promotes the best cost-efficient solution philosophy to water supply activities. Discharge of pollutants, including treated (chlorinated) water is of cultural concern to Māori. Council works to minimise any cultural conflicts that may occur in the water activity, e.g. by consulting with affected groups through Ngā Manu Tāiko Manawatū District Council and the Te Kaunihera Working Group, and by complying with resource consent requirements. Council is also a party to the Manawatū River Leaders Accord, a collaborative pathway to improving the region’s rivers and waterways. Over-extraction and the use of water resources may impact on the life-supporting capacity or mauri of ecosystems (e.g. river systems) and the environment generally. Horizons (Manawatū- Wanganui Regional Council) manages environmental effects through its resource consent process. Council actively complies with resource consent conditions. Council will monitor the development of subdivision and industrial growth to ensure the correct level of service is delivered.

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Levels of Service

Level of Provision of a safe water supply (Mandatory) Service 1 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The extent (% compliance) to which Council’s drinking water 2019/20 supply complies with Part 4 of 100% 100% 100% 100% 100% 100% the NZ Drinking Water Standards. (bacteria compliance criteria) Measure 2 The extent (% compliance) to which Council’s drinking water 2019/20 supply complies with Part 5 of 100% 100% 100% 100% 100% 100% the NZ Drinking Water Standards. (protozoal compliance criteria).* *With the exception of Stanway-Halcombe Urban Supply targeted to be upgraded in the 10 Year Plan Level of A well-maintained water reticulation network (Mandatory) Service 2 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The estimated percentage of real water loss from Council’s networked reticulation system 2019/20 <35% <35% <35% <35% <35% using minimum night flow (MNF) <35%* analysis, measured per water supply scheme. *Feilding only. Water losses in the smaller schemes could not be measured in 19/20. Level of Timely response and resolution to faults (Mandatory) Service 3 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 Urgent call-outs* to a fault or unplanned interruption to Council's networked reticulation system: A. Median attendance time from the time the Council receives 2019/20 notification to the time A. 30min A. 30min A. <2 hrs A. <2 hrs A. <2 hrs A. <2 hrs that service personnel

reach the site. B. Median resolution time B. <1.5 B. <1.5 B. <9 hrs B. <9 hrs B. <9 hrs B. <9 hrs from the time the hrs hrs Council receives notification to the time that service personnel confirm that the water supply has been reinstated. Measure 2 Non-urgent call outs to a fault or unplanned interruption to Council's networked reticulation system:

A. Median attendance 2019/20 A. <5 A. <5 A. <5 A. <5 time from the time the A. <1 day A. <1 day working working working working Council receives days days days days

notification to the time B. <1 day that service personnel B. <1 day B.

notification to the time that service personnel confirm resolution of the fault or interruption *An urgent call-out is one in which there is a complete loss of water. Level of Satisfaction with the quality of water service (Mandatory) Service 4 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The total number of valid complaints received by Council about any of the following: • Drinking water clarity • Drinking water taste • Drinking water odour • Drinking water 2019/20 17.09 <20 <20 <20 <20 pressure or flow 17.09 • Continuity of supply • The local authority’s response to any of these issues (Expressed per 1,000 connections to the Council’s networked reticulation system) Level of Council will manage the demand for domestic water supply (Mandatory) Service 5 Actual Target Target Target Target Baseline 2019/20 2020/21 2021/22 2022/23 2023-31 Measure 1 The average consumption of drinking water (litres) per day, 2019/20 per resident within Council’s 249 250 250 250 250 249* authority area (domestic supply only). *Feilding only. In 2019/20 we were unable to report on the other district schemes. Excludes metered water (industrial and commercial users). If metered water is included this increases to 404 litres per day.

Assets and Portfolio • Eight water treatment plants • Feilding • Kiwitea • Sanson • Oroua No. 1 • Rongotea • Stanway-Halcombe • Kimbolton • Waituna West

• 326 km water mains

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Projects

Project Description Year of Estimated Cost Plan (excl. GST)

Feilding Water New bore, enhanced treatment and network, Strategy disposal of residues Precinct 4 Growth Infrastructure to support growth in precinct 4 Works Ohakea Rural Potable water supply in the area affected by PFAS Water Supply compounds. Precinct 5 Growth Infrastructure to support growth in precinct 5 Works

How the Water Supply Activity is funded

Scheme specific

Water Supply Funding Impact Statement To be included

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Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 27 November 2020

Adoption of Financial Strategy and Infrastructure Strategy for inclusion in the 10 Year Plan

Purpose

The purpose of this report is to present the draft Financial Strategy and the draft Infrastructure Strategy to Council for approval for inclusion in the draft 10 Year Plan 2021-31 and subsequent consultation.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council approve the draft Financial Strategy and the draft Infrastructure Strategy to be included in the draft 10 Year Plan 2021-31 and subsequent consultation.

Report prepared by: Rebecca Bell Strategy Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

The draft Financial Strategy and the draft Infrastructure Strategy relate to Council’s community outcomes for the 2021-31 period (also referred to as strategic priorities). These community outcomes are: • A place to belong and grow • A future planned together • An environment to be proud of • Infrastructure fit for the future

94 • A prosperous, resilient economy • Value for money and excellence in local government

2 Background

2.1 Council’s Financial and Infrastructure Strategies were last adopted as part of the 2018-28 Long Term Plan.

2.2 As part of the 10 Year Plan project, Council must review these strategies.

3 Discussion and Options considered

3.1 Financial Strategy

3.1.1 The Financial Strategy is guided by a set of principles which will underpin all financial decisions over the life of the 10 Year Plan. These principles are:

• Financial stability – Council will manage its finances to maintain financial prudence and ensure long term financial viability and resilience • Investment in infrastructure – Council will continue to invest in infrastructure to ensure our assets are able to provide services now and into the future • Affordability – Council will ensure value for money is received • Intergenerational equity – Council will consider how today’s decisions will impact on future generations • Economic development – Council will encourage economic development within the District

3.1.2 There is a continued focus on building the Resilience Fund and maintaining $5 million unused capacity within the debt cap to respond to unplanned events.

3.1.3 The rates cap on increases is:

The previous year’s total rates revenue multiplied by LGCI + 3 per cent, excluding; • Increases that are the result of new levels of service, • Increases absorbed by forecasted household growth and • Increases imposed by central government. • Rates levied through water by meter charges as these are volume related and are outside the control of Council.

3.1.4 The Financial Strategy was workshopped with Council twice during 2020:

(a) 5 March: Introduction to review process, consideration of rates and borrowing limits,

(b) 3 December: Discussion on strategy principles and structure.

3.2 Infrastructure Strategy

3.2.1 Major projects signalled in the 2018-28 Infrastructure Strategy, such as the Manawatū Wastewater Centralisation Project and Feilding Water Supply upgrade are now well progressed, and the focus of the 2021-31 Infrastructure Strategy is on these and other ongoing projects and how they respond to the key drivers of climate change and resilience, growth and demand, compliance and affordability.

95 3.2.2 The Infrastructure Strategy was workshopped with Council three times in 2020:

(a) 6 May: Introduction to review process and content,

(b) 20 August: Consideration of drivers for decision making, responses to those drivers, significant issues, new and ongoing key projects.

(c) 5 November: Approval of draft strategy for Audit NZ.

4 Operational Implications

4.1 There are no operation implications associated with this report. It is simply seeking approval for these strategies to be included in the draft 10 Year Plan and the subsequent consultation.

5 Financial implications

5.1 There are no financial implications associated with this report. It is simply seeking approval for these strategies to be included in the draft 10 Year Plan and the subsequent consultation.

6 Statutory Requirements

6.1 The requirements for the Financial Strategy are addressed in section 101A of the Local Government Act 2002 (LGA)

6.1.1 Section 101A(2) states that the purpose of the Financial Strategy is to -

a) facilitate prudent financial management by the local authority by providing a guide for the local authority to consider proposals for funding and expenditure against; and b) provide a context for consultation on the local authority’s proposals for funding and expenditure by making transparent the overall effects of those proposals on the local authority’s services, rates, debt, and investments.

6.2 The requirements for the Infrastructure Strategy are addressed in section 101B of the LGA.

6.2.1 Section 101B(2) states that the purpose of the Infrastructure Strategy is to - a) identify significant infrastructure issues for the local authority over the period covered by the strategy; and b) identify the principal options for managing those issues and the implications of those options.

6.3 Both strategies must be included in the 10 Year Plan (LGA Schedule 10, section 9).

6.4 The Consultation Document must describe matters of public interest relating to: (i) the proposed content of the financial strategy, including the quantified limits on rate increases and borrowing in that strategy; and (ii) the proposed content of the infrastructure strategy (LGA section 93C).

96 7 Delegations

7.1 Council holds the delegation to approve the draft strategies for inclusion in the draft 10 Year Plan and the subsequent consultation.

8 Consultation

8.1 The two draft strategies will be part of the draft 10 Year Plan which will be consulted on using the special consultative procedure during the month of April 2021. They will also be referred to in the consultation document as required by the LGA (see section 6 of this report).

8.2 Any changes that Council wishes to make to the strategies as a result of consultation will be made prior to adoption of the 10 Year Plan in June 2021.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this report.

10 Conclusion

10.1 The Financial Strategy and Infrastructure Strategy are presented here in draft form for inclusion in the draft 10 Year Plan.

10.2 There are no significant changes in strategic direction in either strategy from the 2018-28 strategies.

10.3 Consultation for the 10 Year Plan will take place during April 2021, during which time the public will have the opportunity to comment on the draft strategies.

11 Attachments

• Draft Financial Strategy

• Draft Infrastructure Strategy

97 What is the Financial Strategy?

The Financial Strategy provides the financial framework for making decisions over the life of the 10 Year Plan. It outlines how Council intends to manage its finances, the impact on rates, debt levels of service and investments. It draws together all of the issues outlined in the 10 Year Plan, sets out their financial implications and the way that Council proposes to address these implications.

The framework will:

• enable the community to readily identify what the financial issues are • provide the community with certainty about how expenditure will be met • set out the impacts of proposals on levels of services, rates, debts and investment • enable the community to understand how Council intends to manage the financial issues in the future • provide guidance to decision makers when considering implications of financial issues on communities now and in the future.

What are our principles? • Financial stability – Council will manage its finances to maintain financial prudence and ensure long-term financial viability and resilience. • Investment in infrastructure – Council will continue to invest in infrastructure to ensure assets are able to provide services now and into future. • Affordability – Council will ensure value for money is received. • Intergenerational equity – Council will consider how today’s decisions will impact future generations. • Economic development – Council will encourage economic development within the district. Where are we now? Over the last 10 years Council has invested heavily in core infrastructure, ensuring it is fit for purpose and future-proofed. The following projects have been completed or are currently in progress: • upgrade of Feilding Water Supply • upgrade of Feilding Wastewater Treatment plant • upgrade of Makino Aquatic Centre • Mangaweka Bridge replacement • development of the Resource Recovery Centre • Council building earthquake strengthening – due for completion 2022–23 • Feilding Library upgrade – due for completion 2022–23 • Wastewater Centralisation Project – due for completion 2027–28.

1 98

Due to the substantial investment in infrastructure, Council has required the use of external debt to fund many projects, resulting in a current position that is near the maximum debt levels set within Liability Management Policy. Council has also kept rates increases low since the inception of the last Long Term Plan, while maintaining, and in some areas increasing the levels of service provided to the community. The increases have been modest compared to other parts of the country. What are the issues and our responses The following section provides an overview of the major issues in terms of our financial planning over the next 10 years, and our response to these issues.

1. Growth and demand

The population of the District is growing. Pressure is mounting for development to cater for the growing population. The following population, demographic and land-use change projections have been taken into account as part of our financial planning for the next 10 years.

• The population of the Manawatū District has grown at an average rate of 1.5 per cent a year over the last 10 years. Population growth has been particularly strong between 2014-17, with the average rate of growth of 1.8 per cent per annum. Future population growth is forecast to average 1.3 per cent a year from 2021 to 2031, ranging from 1.7 per cent per annum to 1.1 per cent over the life of the 10- Year Plan.

• The number of households in the district are expected to increase at a different rate than population increases. Household growth is forecast at 1.8 per cent over the 2020-21 year. Over the period 2021-31, the number of households in the District are expected to increase by between 1.2 per cent to 1.7 per cent per annum.

• In June 2020, our population was 32,100. During the 10-year life of this long-term plan Manawatū District Council forecasting indicates that the population is likely to increase to 37,320 (June 2031).

• Land use is anticipated to remain similar over the period 2021-24, with some degree of land use change expected over the remainder of the 10-Year Plan Period. Changes expected include some diversification of land use, in particular the mix of agricultural activities, due to changes to legislative and regulatory settings and changes in housing preferences and development patterns due to eroding affordability and restriction of residential development on productive land.

The Council does not expect any significant impact to current ratepayers on the costs of providing current activities from the forecast growth. Additional costs to provide network services, including water, waste water and storm water, to cater for this growth the cost of the capital expenditure will be recovered through development contributions.

2 99 Council has responded to this projected growth in demand by including a capital growth programme as summarised in the graph below.

The graph below shows the amount of capital expenditure required to maintain existing levels of service and meet any additional demand on Council’s infrastructure.

In 2021–22, new projects include previously unplanned externally funded initiatives, which were commenced in 2020–21. The first is the Ohakea Rural Water Supply Scheme, which is outlined in the next section [hyperlink] (Infrastructure Strategy). The second is a $5 million grant from the Department of Internal Affairs under Stage 1 of the Three Waters Reform Programme. Council plans to spend these funds on a number of three water infrastructure projects during the 2020–21 and 2021–22 financial years.

In addition to the externally funded work outlined above, there will be significant new capital expenditure in the years 2022-23 as a result of projects that have been carried over from previous years (or are in progress) to be completed. These include the Wastewater Centralisation project (completion 2027-28), Feilding Library upgrade (completion 2022–23) and earthquake strengthening of the Council building (completion 2022–23).

Roading expenditure is a significant component of capital expenditure. In 2021–22 Council plans to spend $17 million on the roading network. Over the period of the 10 Year Plan, the annual expenditure on roading (capital) varies dependent primarily on the timing of major projects and funding agreement from NZ Transport Agency. For instance the final part of the Mangaweka Bridge replacement will be completed in 2021–22, there are no major projects planned over the next years to 2030–31.

Council believes the resources made available in the 10 Year Plan give us the ability to meet levels of service requirements, including the expected increases from predicted growth.

2. Building our resilience to natural disasters and unexpected events

3 100 Like all other regions and districts of New Zealand, our District is vulnerable to natural hazards and disasters, the impacts of which will range from minor and limited in scale/impact to significant and widespread in scale/impact. In recent years there have been several weather related events in the district. Manawatu is located in a seismically active zone, with the Hikurangi subduction zone – a major fault line – located within the District. Major events can affect roading and three waters infrastructure and services. Council needs to ensure that its infrastructure is maintained to a level that takes into account resilience. Council needs to ensure it has the financial means to respond to a natural hazard event. The District is also vulnerable to unexpected events as exemplified by the Coronavirus pandemic in 2020, and has a requirement to be able to respond unanticipated community requests. To enable Council to respond adequately to natural hazards or other unexpected events, Council has chosen to invest in externally sourced insurance, while also maintaining a self- insurance reserve of $1 million. Other measures providing additional resilience in the face of unexpected events include the resilience rate over the life of the 10 Year Plan and the maintenance of a self-imposed $5 million debt cap buffer to ensure there is compacity to borrow if required. 3. Managing our borrowings Council has taken the conscious step to continue to limit the level of the debt cap to $5 million less than the limit set by the Local Government Funding Agency. This buffer provides Council with the capacity to respond to emergency works if required in the event of a natural disaster. Council is mindful that a single infrastructure project or significant emergency works could use up this remaining borrowing capacity.

Council is moving to improve its financial resilience by building up a resilience reserve. Resilience reserve funds will enable Council to pay debt, respond to unanticipated community requests and increase the compacity to undertake repairs to infrastructure in the event of an emergency. 2021–31 Ten Year Plan proposes to build up reserve funds by $160,000 in 2021– 22, $200,000 in 2023-24, $400,000 in 2024-26, $700,000 in 2026-28, $1.2M in 2028-2030, $1.7M in 2030-31. Resilience reserve funds will be collected via the general rate.1

4. Impact of changing regulatory environment Council operates within a heavily regulated environment, in which legislation, regulations and other requirements are constantly changing. As these requirements change, they need to be incorporated into Council’s business processes. This can lead to increased operating costs or the need for expensive infrastructure upgrades.

In recent years, there have been a number of significant regulatory changes that Council has needed to make further investment to comply with or respond to, including:

• Drinking-water standards for New Zealand • Earthquake-prone building standards • Three waters reform programme

1 Used by the Council to fund activities that are of public benefit and cannot be charged to specific users.

4 101 • National Policy Statement on Urban Development • National Policy Statement on Freshwater Management • More stringent resource consent requirements.

These new or revised regulations already have, or are likely to result in increased costs for Council both in operating costs and capital investment. The Three Waters Reform Programme is likely to be one of the most significant changes to the regulatory environment but its implications are, as yet, unknown.

5. Funding challenges Impact of increasing revaluations and subsequent depreciation Council’s core assets are required to be revalued every three years, and this results in large increases which lead to significant increases in depreciation costs and subsequent rates. To mitigate the potential for three yearly spiked increases, Council has elected to revalue its core infrastructure assets on an annual basis, which results in a more smoothed and controlled impact on rates. Land and buildings are revalued on a three-yearly basis but due to land not being a depreciable asset the impact on depreciation is more limited.

Council rates for depreciation to fund the renewal or replacement of assets. However, there are three activities that Council considers it prudent not to fully fund depreciation. These are roading, some community halls and recreation centres and parks, reserves and sports grounds.

1. Roading is a strategic asset and is subject to a significant depreciation charge. However, the renewal or replacement of the majority of our roading assets are part-funded through a subsidy from the New Zealand Transport Agency (NZTA). Therefore, it would be ‘double dipping’ if Council were to fully fund depreciation and also to receive a subsidy for the replacement. 2. Depreciation on most community halls is not funded as the asset may not be replaced or an alternative funding mechanism may be used to fund the replacement. The exception to this policy is in relation to the facilities deemed as strategic assets (Feilding Civic Centre and the Te Kawau Memorial Recreation Centre) and halls ranked as high priority: Apiti, Colyton, Himatangi Beach, Kimbolton, Rangiwahia and Sanson. 3. For the same reasons as outlined in relation to community halls, Council only funds 50% of the depreciation on parks, reserves and sports grounds.

Changing funding split from NZTA Outside of rates, Council receives a significant level of subsidisation from NZTA. The financial assistance rate is decreasing over the first three years of the Ten Year Plan from 53% in 2022, 52% in 2023 and 51% in 2024. The assumption is that no other capital subsidy for roading will be available. However, if new subsidies become available, Council will actively pursue these.

5 102 Balanced budget requirement

Council is required to balance its budget by ensuring that operating expenses are covered by operating revenue. There are some situations where Council is not required to balance its budget. Some of these exceptions relevant to the Ten Year Plan, and include:

• not funding/partly funding depreciation on selected assets as outlined above

• using revenue for capital purposes.

The operating surplus in the Statement of Comprehensive Revenue and Expense includes revenue to fund capital expenditure. This type of revenue includes NZTA subsidies for roading capital expenditure, grants for community facilities, development contributions received to cover growth-related capital expenditure and contributions from ratepayers (in the form of capital connection fees and some capital contributions) to fund connection to Council infrastructure.

• funding growth-related capital expenditure from development contributions

When new land is developed, the developer is charged a contribution fee toward the costs of infrastructure such as water and wastewater pipes, and facilities such as parks and reserves.

A 20-year work programme has been developed and development contribution fees have been calculated according to this programme. Often Council is required to put the infrastructure in place before the development occurs to ensure we have the capacity to accommodate growth in advance of the development. In these instances loans are taken out to fund this expenditure. The servicing of these loans (both interest and principal repayments) is funded by future development contributions.

• funding from prior or future years surpluses

There are a limited number of circumstances in which it is considered prudent to fund operational expenditure from prior or future years’ surplus. One example is where a grant is received for solid waste minimisation. This can only be used for a specific purpose and therefore unspent money is set aside and used in future years.

Borrowings Council utilises external debt funding to cover new capital expenditure where third party funding is not available or does not cover the full amount. By utilising debt funding this spreads the cost of the capital expenditure across multiple generations of the community who receive the benefit of the asset.

The term of borrowings is to be the estimated useful life of the asset or 30 years, whichever is less. While a 30-year ceiling does not fully address all intergenerational issues, it provides a suitable timeframe to repay debts. The loan repayments are offset by lower maintenance requirements for newer assets.

6 103 The relevant policy for borrowings is the Liability Management Policy which outlines the following borrowing limits as set by the Local Government Funding Agency:

• net interest must not exceed 20 percent of total revenue • net interest must not exceed 25 percent of annual rates revenue • net debt must not exceed 175 percent of total revenue • available financial accommodation must be more than 110 percent of external indebtedness.

Interest is therefore paid via rates and principal repayments are funded via the depreciation reserve on assets where depreciation is rated. If the assets are not rated then principal repayment is rated.

The graph below shows Council’s proposed debt over the next ten years, together with the maximum planned debt allowed according to the Financial Strategy. The maximum debt allowed in the Financial Strategy is based on whichever limit in the Liability Management Policy yields the lowest debt, less a $5 million emergency buffer – in this case the lowest debt limit not exceeding 175 percent of revenue.

During the life of the 10 Year Plan the level of debt stabilises from the previous ten years as the level of new capital spend slows. In return, the increase in revenue at a rate higher than the new debt results in more capacity to borrow in later years. Rates Limits Council considers the affordability of the proposed rate requirements both for the Council and ratepayers. When setting rates Council considers: • the levels of service provided • intergenerational issues • other sources of funds

7 104 • debt levels • legislative requirements • external factors e.g., interest, inflation and changes to external funding • what our ratepayers can afford.

The Council has decided on the following limit for rate increases: Rates increases are based on the previous year’s total rates revenue multiplied by Local Government Cost Index (LGCI) +3% and exclude: • increases that are the result of new levels of service • increases absorbed by forecast household growth • increases imposed by central government • rates levied through water by meter charges as these are volume related and are outside the control of Council.

The graph below indicates total rates increases against set limits over the ten years 2021–31.

The most significant rise is forecast, is in 2022-23 at 5.01 per cent with the lowest in 2027-28 at 1.70 per cent. Over the next ten years, the average total rates increase per annum will be 3.01 per cent. The smaller increases beyond 2023–24 are likely to rise when reviewed as part of the three-yearly Ten Year Plan process.

The percentage increases reflect Council’s total rate revenue increases for existing ratepayers receiving a similar level of service as the prior year. They do not reflect individual rates rises. The change in rates on individual properties will be different from the average increase. The rates for individual properties are dependent on valuation changes, the mix of rate charges and the combination of services provided. The rates and the percentage increases below exclude increases in growth, new levels of service and water by meter.

Added to these increases is rates revenue received as a result of new rateable properties (growth in the number of households in the district) and new levels of service. For the 2021– 22 year Council is forecasting the number of properties in the District to grow by 1.7 per cent. In addition, Ohakea will be receiving a new level of service for water supply in 2022–23. These residents will be rated for the new water supply scheme for the first time in 2022–23 rating year.

8 105

Our future state: where do we expect to be in 10 years? There will be many challenges and opportunities during the course of this Ten Year Plan. Council has invested heavily in roading, three water infrastructure and community facilities over the previous 10 years. This has resulted in an asset base that is resilient and fit for purpose, with cost associated with the investment being spread over multiple generations using loan funding. This in turn has resulted in a high level of Council debt. Central government funding for three waters, and capital funding for Ohakea Rural Water Scheme has resulted in many capital works programmes being completed at little or no capital cost to the ratepayer. New capital work expenditure decreases in the later period of this Ten Year Plan, with the focus shifting to renewal expenditure and capital spend associated with future growth.

Policies governing our borrowing limits and financial investments Liability Management policy

• Council utilises external borrowing to fund the acquisition of assets. Council’s Liability Management Policy governs the borrowing mechanisms and current limits.

• Internal borrowing is a mechanism available to manage both the level of funds available and external debt.

• The internal borrowing facility enables an activity to borrow from the Council treasury function as opposed to borrowing externally, with an appropriate interest rate charged.

• Security for Borrowings

9 106 Many of Council’s assets are not readily saleable so are less attractive as security for loans. Council will secure borrowings by a charge over our rating revenue, either directly or through a debenture trust deed.

Council will not secure other assets unless circumstances show it to be appropriate (e.g. leased assets).

Investment Management Policy

Council is a risk-averse entity. Council will not undertake transactions where the level of return or benefit is dependent on an unacceptable level of risk. The Investment Policy expressly forbids any form of purely speculative activity.

Adequate liquid funds are to be kept to allow all expected payments to be made on the due date. Investment levels should ensure adequate funds are maintained so special funds and reserves are backed by suitable investments.

▪ Equity investments

Shares are held for strategic purposes that allow other activities within Council. Shares are not purchased solely for investment purposes. While Council receives a dividend from these investments, the benefits of holding these shares are not always related to the dividend. Consequently, the target on these investments is a nil return.

The performance of these investments is reviewed regularly to ensure strategic and economic objectives are being met.

▪ Treasury Investments

Treasury investments include cash investments such as government stock, local government stock, bank bonds, debentures, and bank deposits.

These are held:

• to ensure Council’s specific reserves (separate, special and loan redemption funds) are backed up by realisable cash assets except where Council approves otherwise • to manage Council’s cash position in a manner that maximises interest returns and minimises operational cash deficits and the associated costs incurred • to maximise interest returns from surplus funds.

For these investments, Council expects an average market return.

▪ Community Loans

The main objective of providing loans to community organisations is to provide social, economic, cultural and environmental benefits to the District.

10 107 While a market return is received from a number of these investments, others provide no return. Council individually approves this type of investment, with community benefits and the targeted return is addressed at that time. The targeted return on these investments (taken as a group) is nil.

11 108 Infrastructure Strategy 2021–2051

1. Background The Infrastructure Strategy sets out the requirements for the long term management of our assets to ensure they continue to deliver on levels of service over the next 30 years. The strategy identifies significant issues relating to the District’s infrastructure, and the principle options for managing those issues, including the implications of those options. This strategy has been prepared based on the Asset Management Plans. These plans set out a 30-year programme for the management of each group of the core network assets (roading and water infrastructure). These plans ensure that assets are managed in an affordable, efficient and effective manner to minimise the financial impact on ratepayers and residents. The Strategy has also been based on the Forecasting Assumptions [insert hyperlink], and should be read alongside the Financial Strategy [insert hyperlink]. For more information about the services Council provides, including through infrastructural assets, see also the Activity Statements in Section 5 [insert hyperlink]. In developing the Infrastructure Strategy, our strategic goal is ‘to provide the Manawatū community with resilient infrastructure in a cost-effective way, meeting both current needs and future growth and demand.’ Infrastructure decision-making requires a balance between facilitating growth, and meeting community expectations and agreed levels of service within debt limits and at a rate that the community and industry can afford.

Table X [to be formatted] shows the assets covered by this Strategy.

ASSETS COVERED BY THIS STRATEGY WHAT THE STRATEGY OUTLINES FOR ALL ASSETS Roads and footpaths Requirements for renewing and replacing existing assets. Water supplies How Council will respond to changes in demand for services. Wastewater (sewage treatment & disposal) How Council will allow for planned increases and decreases. Stormwater Planned changes in levels of service provided through these assets. How Council will maintain or improve public health and environmental outcomes, or mitigate adverse effects.

How Council will provide for the resilience of infrastructure by identifying and managing risks relating to climate change and natural hazards.

Note: In addition to the assets outlined above, Council also provides other community infrastructure such as the library, aquatic centre, parks, solid waste infrastructure and community buildings and facilities. These activities and assets are outlined in Section 5 [insert hyperlink] of the 10 Year Plan.

1 109 1.1 The Manawatū District today – where are we now? The economic, social, demographic and geographic characteristics of the District all impact on the delivery of our infrastructure assets. More information on this context can be found in Our District Snapshot, Section 2 [insert hyperlink], but a brief background is included here. The Manawatū District stretches from the Pacific Coast in the west to the Ruahine Range in the east. To the south, it shares a boundary with Palmerston North City. It is bound to the north and south by two major rivers – the Rangitikei and the Manawatū. The District boasts a diversity of geographic features, including hill country to the north and east and extensive flood plains to the west. Further to the west lies the broadest band of dunefields anywhere in the country. The runs from the Ruahine Range to the northeast of the district, skirting around Fielding before making its way through the floodplains and then converging with the Manawatū River at Rangiotu. [Insert map of District here – alternatively the above para and map can be included in Section 1 of the 10YP] The District has an excellent roading network, including four state highways, linking the District to Wellington City and port to the south and Auckland, Tauranga and other cities and ports to the north. The main trunk railway, which passes through Feilding, enhances connectivity, particularly for freight. Manufacturing, agriculture and forestry are prominent sectors in the District’s economy, together comprising 40% of local GDP. Defence (primarily the Ohakea Airbase) also contributes strongly to the local economy. Increases in population, dwellings and rating units, as described in Forecasting Assumptions [hyperlink], all have implications for our infrastructure services. These factors can affect the capacity of our assets to deliver services to the community and the timing of capital projects. For example, population growth generally leads to an increase in the volume of traffic using the roading network, placing increasing pressure on our roads and other infrastructure. It is therefore essential that we ensure our asset management is sustainable and anticipates future growth and change in the District. In managing its infrastructure, Council needs to balance quality and reliability of service with affordability. This will become all the more important as the proportion of older people in our District increases. Further details about how we aim to keep our rates affordable while providing acceptable levels of service are described in the Financial Strategy in Section 4 [hyperlink].

1.2 Our assets – Service performance and condition

We have approximately $1,008 million invested in infrastructure assets in our District (see table below). Infrastructure accounts for over half of our annual operating expenditure. Overall, our assets are in average to good condition, and continue to deliver the expected levels of service to our communities. We continue to invest in the ongoing maintenance and replacement of assets to ensure the provision of services to our residents and businesses is maintained. We currently spend almost $15 million annually on the maintenance and operations of these assets. Over the past 10 years we have spent on average of approximately $10.7 million on renewal of assets across our infrastructure network each year.

2 110 Our assets and their value are set out below: Infrastructure asset Description Replacement value $ % of total Roads and footpaths 1001 km sealed roads 700,389,840 69 367 unsealed roads 149 km footpaths 241 Bridges including 100 major culverts

3625 street lights

Road signage, markings, drainage,

railings/structures, berms and vegetation Water supply 8 water treatment plants1 120,018,675 11.9 326.1 km water mains Wastewater treatment 8 waste water treatment plants2 119,543,793 11.86 247.5 km reticulated wastewater network (pipes) 2180 manholes 214 pumping stations Stormwater 106.1 km stormwater mains 68,294,000 6.77

Total 1,008,246,308 100

2. The Manawatu tomorrow – Where are we going? Our vision for the Manawatu is that it is a place that people want to live, work and play. We want people to bring their business, skills and families to the District. Our message to the rest of New Zealand (and beyond) is that ‘We are open for business’. In this context, our infrastructure must continue to meet the needs of our community while providing for future needs and growth. It directly links to Council’s strategic priorities, as set out in Section 2: The Big Picture [insert hyperlink]. The Infrastructure Strategy provides a strategic roadmap for the next 30 years. It provides the direction on what decisions needs to be made, and when, in order to get to where we want to be in 2051.

2.1 Key drivers and responses As a community we face a range of external factors that can influence our decision making. As part of our long-term plan we have identified four drivers that have an impact across all of our activities.

1 These are made up of four urban water treatment plants (Feilding, Sanson, Rongotea and Kimbolton) and four rural (Waituna West, Stanway/Halcombe, Kiwitea and Oroua). (The Kiwitea and Oroua Water supplies are not managed by the Manawatu District Council.) 2 These are in Feilding, Rongotea, Sanson, Halcombe, Kimbolton, Awahuri, Himatangi and Cheltenham.

3 111 (Further details on how these impact on each asset group and our response are described in the individual asset sections of this Strategy.) As well as these key drivers, this table sets out the ‘most likely scenario’ in relation to each driver in the context of the District, impacts of the driver/most likely scenario four our District’s infrastructure and our strategic response. Note that 101B(4) of the Local Government Act 2002 states that: ‘The infrastructure strategy must outline the most likely scenario for the management of the local authority’s infrastructure assets over the period of the strategy.’

DRIVER MOST LIKELY SCENARIO FOR IMPACT ON OUR RESPONSE OUR DISTRICT INFRASTRUCTURE

The effects of climate change will More frequent severe weather Our infrastructure will support increase the likelihood of more events will put pressure on our or improve public health frequent severe weather events infrastructure, and may benefits. such as storms, floods and require improved capacity and Our infrastructure will support droughts, and may affect capability to cope with these or improve environmental infrastructure capacity in areas. events and support community outcomes. recovery following such We will maintain our current Resilience in the face of events. No allowance has been assets to maintain levels of earthquakes is an ongoing made for the replacement of service. concern, but unlike extreme damaged infrastructure but We will provide for the weather events, the frequency and rather to ensure we fund the replacement of critical assets magnitude of earthquakes is likely replacement of our assets as it at the end of their useful life. to remain relatively constant over is needed. We have included We will improve the resilience time. budgets of around $1.68 of the three-waters networks million per annum for the through new works and renewal of our assets. By renewals by using resilient completing the renewal design materials and pipe- programme and providing laying techniques. additional infrastructure we are improving the resilience of our current network, assets and services. We are forecasting that our Population growth and We will plan for sustainable population will increase by about increased urban growth will growth and manage demand. 34.5% by 2051. Over this period, increase demand for We will provide additional there is projected to be a infrastructure services in capital and operational significant increase in the number Feilding. expenditure over the next 30 of residents aged 65+ (from about Ageing population increases years. 18% to about 28%). demand for accessibility and We will ensure that the changes the way in which capacity, quality and infrastructure assets and connectivity of the services are used, but also has infrastructure is sufficient to implications for affordability. enable the District to achieve We have included projects to a its growth potential (i.e., total value of $31.9 million to infrastructure will be an provide for growth in our enabler of growth). district.

Increased level of central and This will impact on how we We will comply with national regional government direction manage our infrastructure to standards. We will be particularly regarding public health ensure we protect and support responsive to administrative and environmental outcomes. A public health and and regulatory change (for particular source of uncertainty at environmental outcomes. It is example, in response to the moment relates to the expected that this will require possible reforms of the three potential reform of the three increased investment – waters sector). We will be waters sector, including the however, the cost of innovative in our application possibility of centralisation. implementing future changes of technology and other to regulations and legislation is methods to meet increased Coupled with this is higher iwi/ unknown. community expectations. hapū and community expectations in relation to environmental impacts and health outcomes, especially in respect of water.

4 112 The median household income for The ageing population and We will optimise our our District is $121,000 (2019), moderate growth places a cap investment and apply asset slightly higher than the New on the ability of our management practices to our Zealand mean average household community to pay for planning. income (which was $111,470 in infrastructure assets and We will smooth our costs 2019). Over this period, there is services. where possible over time. projected to be a significant Non-critical assets will be run increase in the number of residents to failure and only replaced if aged 65+ (from about 18% to about there is still a demand and 28%). requirement for the asset. With the increase in the aging population, we are also forecasting that there will be a higher proportion of single income or fixed income households.

2.2 Response to drivers Resilience – natural hazards and climate change As outlined in ‘Climate Change’, Section 2 [insert hyperlink], we are already seeing the effects of climate change both globally and in New Zealand. However, it is not yet clear how climate impacts will play out in the Manawatū District and what implications climate change will have for our communities, economy and infrastructure, particularly in terms of existing natural hazards such as flood risk. What we do know is that there is likely to be more extreme weather – more frequent and intense rainfall events on the one hand, with a higher likelihood of drought events on the other. As noted in in Section 2 [insert hyperlink], a significant proportion of the District is vulnerable to flooding, even without taking into account climate change projections. To mitigate this risk, the District’s major infrastructural assets, including the Manawatū Wastewater Treatment Plant, have been located outside the area likely to be affected by a one in 200-year flood event. In addition to this, Council is working with Horizons Regional Council on the Reid’s Line spillway flood protection scheme to minimise any flood risk to Feilding. The following paragraphs relate to natural hazards and climate change impacts and responses for roading and the three-waters networks respectively. Roading – impacts and response The roading network in our District has a significant level of exposure to flood hazard (the second highest level in the Manawatū–Whanganui Region, even without taking into account the exacerbating effects of climate change), encompassing an estimated 226 km of road exposed to flooding (19% of the region’s flood-exposed roads are in Manawatū). Overall, the length of road exposed to flooding is significantly higher than road exposed to coastal inundation.3

Roading infrastructure is also particularly at risk from slips and landslides associated with heavy rainfall. Although there is no quantitative data regarding exposure to slips in the District (or wider region), heavy rainfall events are likely to increase in intensity. Therefore, it is likely that the parts of the region which already have geology susceptible to slips and landslides may be more at risk in the future.4

3 NIWA, 2019, “Climate change implications for the Manawatu-Whanganui Region” (Report commissioned by Horizons Regional Council), accessed from https://www.horizons.govt.nz. 4 NIWA, 2019.

5 113 A resilience plan is in place and operational for roading infrastructure. The plan includes preventative actions to mitigate against moderate scale events that could interrupt customer journeys.

Three-waters infrastructure – impact and response Generally, the District is well-placed in terms of exposure of water infrastructure to inundation as a result of the range of sea level-rise scenarios, and in terms of current projected flood risk (i.e., not taking into account climate change).5 As noted above, while a significant proportion of the District is vulnerable to flooding, Council has mitigated this risk by placing key assets outside the area likely to be affected by a one in 200-year flood event. Flood protection for the Feilding area will also be enhanced through the Reid’s Line spillway flood protection works.

Forward planning for maintenance and renewal budgets have factored in the effects of climate change. Council will be working to identify where current and future assets and level of service are at risk from the effects of climate change, including the probability of higher intensity rainfall, extended droughts, and sea level rise.

The resilience of three-waters networks is undergoing continual improvement as part of new works and renewals by using resilient design materials and pipe laying techniques. The level of investment is highest for critical infrastructure. Lifelines and assets of strategic importance are prioritised for renewal over other assets of a similar age to increase resilience and reduce our risk profile.

Increased frequency and intensity of rainfall events results in infiltration and inflows that increase wastewater volumes to be treated. Programmes to address this, include leak detection and stormwater works, are underway. Council has committed to a wastewater centralisation project for the villages (see Key Project 3, below), which will remove the discharge of treated wastewater to 103 km of streams and waterways across the District. Utilising the Manawatū Wastewater Treatment Plant on Kawakawa Road will see a significant volume of treated wastewater irrigated to land, and we are initiating work on a constructed wetland to remove the direct discharge of treated water to the Oroua River over the winter/non-irrigation months.

Feilding is well-placed in terms of potable water supplies, both under its current system (Almadale Water Treatment Plant and the Campbell Road/Newbury Line bores) and under Council’s future plans to extract more of the town’s drinking water supply from groundwater. However, rural communities, which rely solely on rainwater, will be more vulnerable to the impacts of climate change, especially drought. Some communities have already experienced water supply issues in recent years (for example, during the 2019–20 drought). Water supply for fire-fighting is also an area of vulnerability for these communities. Council will be working with these communities and other relevant organisations such as Fire and Emergency New Zealand (FENZ) to ensure that these communities are well-positioned to meet foreseeable demands for both drinking and general/firefighting water supplies, taking into account the likely impacts of climate change in the District. Growth and demand As outlined in the drivers table above, we are forecasting that our population will increase by about 34.5 percent by 2051. Based on past growth, infrastructure capacity, regional and central policy and likely plan changes (which will limit growth – or the scale of growth – to certain areas of the District), it is projected that approximately 60 percent of that growth will occur in Feilding, while the remainder will occur in rural and village areas.

5 NIWA, 2019.

6 114 In addition to this projected population growth, the Ohakea Airbase expansion is likely to have an impact on housing demand over the short term. The expansion is to include four new hangers, office space, operations and training centres, along with upgrades to existing taxiways. It is expected that 275 staff, along with their families, will relocate from Whenuapai to Ōhakea between 2022 and 2023. Some of the relocated families are expected to settle in Feilding. In addition, it is forecast that more than 2,000 jobs will be sustained during the construction phase.

Other developments that may impact on demand include the KiwiRail Regional Freight Hub, which is set to be located west of Railway Road between the Palmerston North Airport and . Although located within Palmerston North City boundaries, both the construction of the hub and its ongoing operation will create employment, bringing more people to the Manawatū District. It is expected that about 300 jobs will be created during the construction phase alone.

Precinct 4 is envisioned to provide for the majority of Feilding’s residential growth over the next 20 years. In total the projection is that Precinct 4 will be fully developed by 2043 with 1,788 additional lots (2,058 households in total, including those already built as of 2021). Planning for three waters infrastructure within Precinct 4 includes capacity for higher density housing pockets, such as for retirement villages and smaller unit housing. The District Plan is currently being reviewed and there are likely to be more areas for residential development within Precincts 1-3 (see Figure X). In total, the developed residential Precincts 1–3 will yield approximately 1860 new lots over the life of this strategy, comprised as follows:

Precinct 1 – 1010 lots Precinct 2 – 570 lots Precinct 3 – 280 lots

A combination of upgraded and new road corridors, through both private developer and Council investment, will be required to facilitate this growth. These new zones will determine where future infrastructure will be built.

Precinct 5 was re-zoned as an Industrial Zone in 2015. The development of the industrial growth precinct at Kawakawa Road will provide an estimated 97 hectares of land for future industrial land use, with 24 hectares initially accessible from the planned Turners Road extension.

7 115

Figure X: Feilding Growth Precincts, Residential Zones (1 to 4) and Industrial Zone (5)

Another consideration to note in respect to growth and demand in the District is that the Urban Development Act 2020 gives the recently established government housing development agency Kainga Ora significant powers, including the ability to compulsorily acquire land in relation to any Urban Development Project, the ability to overrule District Plan provisions, and to fast-track urban development.6 This may have implications for Council’s ability to plan for future growth.

Regulatory and compliance Stormwater New developments within the Precinct 4 residential area are required to demonstrate that they achieve stormwater neutrality so that their stormwater discharges do not cause or exacerbate flooding of any other property. A Stormwater Management Plan is to be prepared for all subdivision development within Precinct 4. This Plan is in addition to a Comprehensive Development Plan already required by the proposed District Plan provisions.

6 See https://www.hud.govt.nz/assets/Urban-Development/Urban-Development-Bill/Summary-of-Powers- available-to-Kainga-Ora-v2.pdf

8 116 Wastewater Council is proposing to utilise existing capacity at the Manawatū Wastewater Treatment Plant in Feilding (of both the plant and land) for the land-based discharge of treated wastewater from the villages through a new piped network. This will mean that Council is only responsible for managing and consenting two wastewater treatment plants, including the Himatangi Wastewater Treatment Plant (which already has a 100% land-based discharge regime). All of the remaining existing village treatment plants will be de-commissioned when the wastewater centralisation project has been completed. Drinking water Council is committed to providing an urban potable water supply that complies with the national Drinking Water Standards. All drinking water supplies in the District are currently chlorinated. Council is assessing additional treatment options for schemes that utilise secure water (i.e., a water supply that meets national drinking water standards) in anticipation of further strengthening of the drinking water standards and associated treatment requirements.

Affordability Demographic change will also have an impact on infrastructure planning. Over the 2021–51 period, there is projected to be a significant increase in the number of residents aged 65+ (from about 18% to about 28%). This may mean an increased proportion of residents on fixed incomes, making the consideration of affordability crucial to all infrastructure planning. The Financial Strategy [insert hyperlink] outlines funding models that address affordability issues, including: • using loans to spread payments over a longer period of time (intergenerational)

• harmonising costs so the burden for new infrastructure does not lie with one community that does not have the ability to pay.

Levels of service are reviewed with each 10 Year Plan and Annual Plan. Increases in levels of service are balanced against rating impact and affordability.

9 117 3 Significant issues This section identifies and outlines the significant issues in relation to infrastructure within the District over the next 30 years. The identification of significant issues lies at the heart of the Infrastructure Strategy. Section 101B(2) of the Local Government Act sets out that: The purpose of the infrastructure strategy is to— (a) identify significant infrastructure issues for the local authority over the period covered by the strategy; and (b) identify the principal options for managing those issues and the implications of those options.

In this Strategy, the principal options for managing these issues are set out under Key Projects. For easy reference, this section identifies which key projects address each significant issue(s).

3.1 Roads and footpaths Issue 1: Safety of our roads

The District’s roading network sees a high level of crashes that result in serious or fatal injury (in relation to the volume of traffic conveyed). Consequently, the District (and the country as a whole) suffers a high social and economic cost.

This issue does not link to any single key project; rather Council undertakes continuous analysis to determine the severity, location, type and frequency of crashes on the local road network. This data is applied to a number of continuous/medium-to-long term safety related programmes, including:

• improved information for road users (i.e. permanent warning signage) • intersection safety • school-related roadside safety (e.g., Safer Journeys for Schools) • maintenance of sealed surface performance • seal widening • installation/upgrade of road safety barriers.

These programmes have seen a reduction in reported crash frequency on the network, albeit with a lesser degree of improvement in terms of injury severity.

Council is also developing additional programmes that are currently in their infancy or are yet to commence. These programmes include implementation of:

• road corridor hazard identification • District-wide delineation (road-marking) standards • District-wide speed management mapping.

Links to key projects: while elements of safety are addressed in ongoing key projects outlined below, these safety issues are largely being addressed through a continuous programme of work.

Issue 2: Resilience of our roads

Resilience of our roading network has always been a priority in all roading operations, but as the impacts of climate change become increasingly evident in the District, particularly in terms of heavy rainfall and flood events, the strengthening of resilience will only become more important.

10 118 We are making ongoing drainage improvements to enhance the resilience of our rural roading network. Our focus has been on a programme of systematic drainage upgrades and rehabilitation in anticipation of higher frequency/magnitude weather events. This includes upgrading drainage and installing additional culverts ahead of road rehabilitation works.

Some of our rural roads have experienced increased pressure from forestry truck movements, particularly in northern areas of the District. We have determined that it is more cost-effective to rehabilitate roads in response to damage rather than in anticipation of damage caused by forestry truck movements, as it is difficult to anticipate with certainty the location, timing and extent of this damage. Upgrading all roads that may potentially be affected by forestry over the next decade to withstand forestry truck movements would be financially prohibitive and the cost would be difficult to justify.

The current demands made on our maintenance and post-forestry rehabilitation programmes remain sustainable at this time. However, increasing forestry activity is anticipated over the next ten years, which will likely be detrimental to the condition of the network without sustained investment to mitigate the effects.

Links to Key Project 10 (Bridges and Structures).

Issue 3: Ensuring our roading network supports growth

The bulk of the network is coping well with the current traffic volumes and loadings. It only requires routine maintenance and scheduled end-of life renewals such as resurfacing for it to deliver the agreed levels of service.

New development of roading infrastructure will be focused on areas of growth, including Precinct 4.

Links to Key Projects 6, 7 and 9.

3.2 Water supply Issue 4: Ensuring our water supply is safe and meets future needs Our water supply (i.e., drinking or potable water network) is safe for drinking and meets national drinking water standards. The one exception to this is the Stanway–Halcombe water supply. This water supply will be upgraded. This is a key project (Key Project 1), outlined in section 4 below. The existing Asset Management Plan (year 11–13) allows for the installation of firefighting capability in Sanson. This will also be considered for Halcombe Village once it is separated from the Halcombe– Stanway rural scheme. There are no plans at this stage to upgrade the other rural schemes to have firefighting capability. Links to Key Project 1 (Upgrade of Stanway–Halcombe Rural Water Supply Scheme)

3.3 Wastewater Issue 5: Ensuring that our wastewater network is compliant and environmental impacts are minimised Council undertook a significant upgrade of the Manawatū Wastewater Treatment Plant in Feilding over the period 2012–2019.

The next phase of our work is wastewater centralisation – piping wastewater from all the villages to the Manawatū Wastewater Treatment Plant – which has capacity to deal with the additional

11 119 wastewater volumes. This is an ongoing project, which is outlined under section 4 (Key Project 3). This will mean that Council is only responsible for managing and consenting two wastewater treatment plants, including the Himatangi Wastewater Treatment Plant (which, as noted above, already has a land-based discharge regime). All of the remaining existing village treatment plants will be de- commissioned when the wastewater centralisation has been completed. To provide for forecast growth in demand, Council is currently working on acquiring land around the Manawatū Wastewater Plant to increase capacity for the irrigation of treated wastewater to land. 3.4 Stormwater Issue 6: New development must not put additional pressure on stormwater network As the effects of climate change accelerate, we anticipate that storms and flooding will increase in frequency and magnitude. We are also more aware today of the impact that poorly managed stormwater has on streams and other waterways. Horizons Regional Council’s expectation is that all new development, including housing subdivisions, must be hydrologically neutral; in other words, they must not put any additional pressure on Council’s stormwater network or the Regional Council’s flood management network (including Makino Stream). Developers must also apply an interdisciplinary approach to stormwater management through the Council’s Engineering Standards for Land Development, which contains a chapter on stormwater drainage. This requires that the developer:

• adopts low-impact design approaches, unless inappropriate • improves the quality of the stormwater runoff entering the receiving environment • reduces stormwater runoff volumes and peak flow rates • where possible, utilises natural systems and improves biodiversity by preserving and enhancing the integrity of ecological and biological systems of the environment • avoids adverse environmental and community effects • avoids potential adverse effects to aquatic ecosystems.

In areas of growth such as Precinct 4, stormwater will be managed appropriately to ensure that it is hydrologically neutral, using management areas along the Makino Stream esplanades. Development contributions will help fund this work.

District Plan rules require retention of stormwater on site to achieve hydrological neutrality. Council is also exploring communal detention areas as part of the stormwater network for managing stormwater from residential properties in Precinct 4. This is reflected in the District Plan rules for Precinct 4.

12 120 4. Key projects This section sets out the key projects that seek to address the significant issues and respond to the underlying drivers set out above. This section also includes key projects that are ongoing. Key decisions have been made on these projects and in most cases they are underway. However, they remain critical to our infrastructure strategy and meeting the requirements of our community over the next 30 years.

1. Upgrade of the Stanway–Halcombe Rural Water Supply Scheme

The Stanway–Halcombe Rural Water Scheme is a water reticulation scheme operated by Council. It consists of shallow bores adjacent to the Rangitikei River and a water treatment plant which chlorinates the water. The scheme was primarily designed to provide stock watering on a restricted flow basis. The restricted flows were allocated on a unit basis, with an overall capacity of 2,000 units (one unit being 1 cubic metre) per day. In recent years, there has been a reallocation of a proportion of units to lifestyle properties, as farms have been subdivided.

This means that water that was not intended for human drinking purposes is now being used for this purpose. The scheme does not comply with current drinking-water standards requiring the removal of protozoa (Drinking-water Standards for New Zealand 2005 (revised 2018)).7 The upgrade will involve the installation of a UV treatment system at the point of supply for the Stanway–Halcombe Scheme. Council is receiving central government (Department of Internal Affairs) stimulus funding for this project ($750,000 in the 2020/21 financial year). The future investment in this scheme is approximately $300,000 for reticulation extensions and resilience (as outlined in the table below).

Budgeted expenditure over life of project

Year 2021/22 Total

Budgeted Expenditure 300,000 300,000 ($)

2. Ohakea Rural Water Supply

The Ohakea Rural Water Supply scheme will involve the construction of a potable water supply in the area affected by polyfluoroalkyl substances (PFAS) compounds to the west of the Ohakea Defence Force Base. Due to the contamination of current bore supplies in the Ohakea area with PFAS compounds, the new supply (the preferred option being a pipeline from Sanson)8 will replace the existing bore supplies and provide PFAS-free water on a permanent basis to this area. Around 85 rural properties will be supplied with reticulated drinking and stock water rather than having to rely on tanks and bores.

Central government (through the Ministry for the Environment) will fund $10.8 million of the costs for the design and construction of the new water scheme (about 75 percent of the total cost of the scheme), while Council will fund the balance.

7 These standards can be found at: https://www.health.govt.nz/publication/drinking-water-standards-new- zealand-2005-revised-2018 8 For more details on the full range of options considered see the “Manawatu District Council Ohakea Rural Water Scheme Options Assessment” (March 2019). A report undertaken by GHD, commissioned by Council.

13 121 Ongoing Key Projects

3. Wastewater Centralisation Project

The Manawatū Wastewater Centralisation Project commenced in 2018/19 and is planned to be completed in June 2024. The project involves the development of infrastructure to pipe untreated or pre-treated wastewater from the villages of Halcombe, Sanson, Rongotea, Awahuri, Cheltenham and Kimbolton to the Manawatū Wastewater Treatment Plant (WWTP) for treatment and disposal, as shown in Figure X below.

Each of these villages currently has a wastewater treatment plant with discharge consents that have expired or are due to expire over the next few years. All of the existing consents involve some allowance for the discharge of treated wastewater to a waterbody and obtaining new consents will be time-consuming, difficult and expensive. Council will not be seeking the renewal of these discharge consents; instead, it will pipe waste water from each of the villages to the WWTP.

To allow the centralisation project to be undertaken, the existing resource consents for the WWTP have been varied. Council is awaiting the outcome of an additional consent process to extend the effluent irrigation to the additional land adjoining the WWTP acquired by Council over the past few years.

Budgeted expenditure over life of project

Year 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28

Budgeted 121,967 176,792 Expenditure 1,825,824 1,687,996 1,254,718 1,264,645 937,435 ($)

Total $7,269,378

4. Upgrade of Feilding Water Supply

This is a 4-year project to upgrade and future-proof Feilding’s water supply, which commenced in 2018/19 and is due to be completed in 2023/24. The upgraded infrastructure will replace Feilding’s reservoir at Almadale and the trunk water main into town, which are nearing the end of their useful lives. The project involves constructing a new water treatment plant, a new trunk water main into town, and a new bore. This project was determined to be both the most cost-effective and resilient option for renewing Feilding’s water supply. Budgeted expenditure over life of project

Year 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27

Budgeted 1,517,574 297,201 304,928 Expenditure 1,472,405 528,436 278,238 ($) Total $4,398,782

14 122 Figure X: Indicative pipelines from villages to Manawatu Wastewater Treatment Plant (Feilding)

5. Re-consenting of the Manawatū Wastewater Treatment Plant The Wastewater Treatment Plant Consent expires in November 2026. The budget includes $2,598,367 spread across years 5 and 6 (2024/25 and 2025/26) for the re-consenting process. This budget does not include any additional expenditure that may be required to satisfy new requirements of the resource consent. This project will be funded from renewals. 6. Precinct 4 growth works Council is planning a staged approach to the development of infrastructure in Precinct 4. The required infrastructure, such as roads, footpaths, wastewater and town water supply networks will require considerable investment. Strategic arterial road corridors have been identified throughout Precinct 4 and Council is working through the designation process to protect these routes. 7. Growth Works for Precincts 1, 2, 3, and 5 The 30 year budget includes budget for stormwater, water supply and wastewater growth works in Feilding Growth Precincts 1, 2, 3 and 5. These works are spread across years 20 to 30 (2038 to 2048). The total expenditure is budgeted as follows: Stormwater Growth Works - $23,392,025 Water Supply Growth Works - $11,696,013 Wastewater Growth Works - $11,696,013

As these budgets have been projected beyond year 10 of the 10 Year Plan there is a lower level of accuracy associated with them. The budgets will be re-evaluated based on how development progresses in Precinct 4 and the other precincts. As these works are growth projects they will be funded by development contributions.

15 123 8. Mangaweka Bridge Replacement This project involves the replacement of the existing Mangaweka Bridge on Ruahine Road at Mangaweka, which has reached the end of its useful life and is now limited to use by lighter vehicles. As this is a boundary bridge, costs will be shared with Rangitikei District Council.

New Zealand Transport Agency (NZTA) has approved a total budget of $5,550,00 for MDC’s share of this project, which includes the initial business case, pre-implementation and design costs, and construction costs. This project will attract an NZTA subsidy at the Funding Assistance Rate (FAR) of 53%.9 The total actual cost to Council for the replacement of the Mangaweka Bridge will be approximately $2,608,500.

Construction of the new bridge will span the 2020/21 and 2021/22 financial years with completion in scheduled for June 2022.

9. Turner’s Road Extension In the last 10 Year Plan, Council committed to the Turner’s Road extension, which will link the existing Turners Road to Kawakawa Road to help facilitate the development of industrial zoned land in this area. Construction will be undertaken in two phases, with Stage 1 planned to be complete by April 2022. Stage 2 is planned to be completed by June 2029. Construction cost estimates are as follows: Stage Expected completion date Projected cost Construction Stage 1, 7m seal, April 2022 $3,900,000 rural profile (assumes all cut to fill onsite) 3-Waters mains extensions. Kawakawa Road Right Turn June 2022 $450,000 Bay Construction Stage 2, Full June 2029 $7,280,000 urban design 13m carriageway

10. Bridges and structures Council’s Roading Structures Lifecycle Management Plan (Bridges and Major Culverts) identifies renewal and upgrade requirements for the period of this strategy (2021 – 2051). The total cost of this programme over the period is $25 million. The replacement of existing bridges and structures are renewal projects so will attract a subsidy from the NZTA at the normal Funding Assistance Rate (FAR) (see footnote 9).

9 Note that the Council’s FAR is set to reduce over subsequent years. In 2021–22 it is 53%, reducing in 2022–23 to 52% and from 2023 onwards to 51%.

16 124 5. Financial Summaries 5.1 Roading The figures are in the spreadsheet 30 year budget figures

Year 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 Operating 6,053,492 6,038,857 6,047,512 6,224,978 6,224,978 6,224,978 6,228,853 6,228,853 6,228,853 6,134,156 Level of 3,516,100 3,439,478 2,978,583 2,437,198 2,356,513 2,459,706 2,401,454 2,120,068 2,404,108 2,396,778 Service Growth 555,712 1,325,000 1,035,845 808,566 741,221 1,325,000 1,325,000 801,051 572,019 925,000 Renewal 6,227,170 5,599,510 6,028,548 6,231,541 6,118,727 6,381,957 6,035,857 6,226,447 6,163,634 6,803,839

Year 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 Operating 6,134,156 6,134,156 6,053,508 6,053,508 6,053,508 6,024,934 6,024,934 6,024,934 6,006,249 6,006,249 Level of 2,396,778 2,396,778 2,396,778 2,396,778 2,396,778 2,260,120 2,260,120 2,260,120 2,313,454 2,313,454 Service Growth 925,000 692,019 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Renewal 6,818,864 6,808,897 6,340,588 6,365,394 6,342,512 6,237,468 6,260,687 6,259,653 6,166,861 6,169,095

Year 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49 2049/50 2050/51 Operating 6,006,249 5,996,680 5,996,680 5,996,680 5,995,764 5,995,764 5,995,764 6,003,317 6,003,317 6,003,317 Level of 2,313,454 2,259,794 2,259,794 2,259,794 2,243,127 2,243,127 2,243,127 2,196,267 2,196,267 2,196,267 Service Growth 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 25,000 Renewal 6,171,093 6,337,306 6,332,255 6,339,817 6,451,797 6,438,221 6,444,790 6,478,728 6,482,344 6,467,099

17 125 5.2 Water supply The figures are in the spreadsheet 30 year budget figures

Water - 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 uninflated Operating 5,319,557 6,083,785 6,584,455 6,676,459 6,899,777 6,970,235 7,021,949 7,119,410 7,199,563 7,301,066 Level of 10,180,757 4,747,759 1,159,512 1,225,920 140,530 142,900 145,240 166,990 169,447 173,373 Service Growth 1,750,000 1,050,000 520,000 520,000 520,000 520,000 270,000 270,000 270,000 270,675 Renewal 6,904,373 7,353,342 6,240,952 5,052,684 4,934,824 2,380,763 3,395,928 3,418,516 2,673,526 2,418,516

Water - 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 uninflated Operating 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 Level of 1,670,000 1,670,000 1,670,000 920,000 920,000 920,000 920,000 920,000 920,000 920,000 Service Growth 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 200,000 Renewal 1,210,079 1,434,387 1,718,845 1,483,460 1,428,236 1,533,179 1,238,295 1,523,591 1,209,071 1,094,744

Water – 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49 2049/50 2050/51 uninflated Operating 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 7,350,000 Level of 920,000 920,000 920,000 920,000 920,000 920,000 920,000 920,000 920,000 920,000 Service Growth 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 700,000 Renewal 1,440,615 1,446,691 1,452,981 1,459,490 1,466,227 1,473,200 1,480,417 1,480,417 1,480,417 1,480,417

18 126 5.3 Wastewater The figures are in the spreadsheet 30 year budget figures

Wastewater 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 - uninflated Operating 7,824,589 8,156,436 8,465,071 8,684,515 8,884,097 8,979,668 9,114,784 9,328,322 9,474,976 9,687,945 Level of 355,000 355,000 355,000 355,000 355,000 355,000 355,000 355,000 505,000 1,355,000 Service Growth 2,022,000 1,630,000 1,620,000 1,980,000 2,400,000 660,000 470,000 450,000 860,000 1,160,000 Renewal 225,000 225,000 1,025,928 1,046,214 500,000 500,000 800,000 800,000 800,000 800,000

Wastewater 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 - uninflated Operating 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 Level of 4,855,000 205,000 1,055,000 1,255,000 55,000 55,000 55,000 4,855,000 205,000 1,055,000 Service Growth 1,040,000 640,000 650,000 980,000 1,440,000 230,000 90,000 670,000 1,120,000 1,120,000 Renewal 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000

Wastewater 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49 2049/50 2050/51 - uninflated Operating 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 9,700,000 Level of 55,000 55,000 55,000 55,000 55,000 55,000 55,000 4,855,000 205,000 1,055,000 Service Growth 900,000 450,000 900,000 450,000 900,000 450,000 900,000 450,000 900,000 450,000 Renewal 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000 800,000

19 127

4.4 Stormwater The figures are in the spreadsheet 30 year budget figures

Stormwater 2021/22 2022/23 2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 -unInflated Operating 1,557,696 1,717,539 1,850,928 1,941,888 2,066,315 2,128,054 2,162,468 2,255,112 2,303,932 2,395,219 Level of 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Service Growth 1,495,000 1,395,000 190,000 290,000 390,000 220,000 1,005,000 1,255,000 1,020,000 270,000 Renewal 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Stormwater 2031/32 2032/33 2033/34 2034/35 2035/36 2036/37 2037/38 2038/39 2039/40 2040/41 -unInflated Operating 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 Level of 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Service Growth 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 Renewal 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

Stormwater 2041/42 2042/43 2043/44 2044/45 2045/46 2046/47 2047/48 2048/49 2049/50 2050/51 -unInflated Operating 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 2,400,000 Level of 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 550,000 Service Growth 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 270,000 Renewal 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000

20 128 Council

Meeting of 19 December 2020

Business Unit: Community and Strategy Date Created: 04 November 2020

Deliberations - Draft Community Facilities Strategy

Purpose

To consider oral and written submissions received on the draft Community Facilities Strategy.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council consider the information presented in this report and determine whether the draft Community Facilities Strategy be updated with recommended amendments.

Report prepared by: Mathew Bayliss Community Facilities Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

129 1 Executive Summary

1.1 Council invited submissions from the public on the draft Community Facilities Strategy 2020 on 21 September 2020.

1.2 At the close of submissions at 5 pm 23 October 2020, Council had received a total of twenty one submissions. Of these submissions, fourteen requested to speak at the 17 November 2020 hearing.

1.3 The purpose of this report is to provide Council with the information need to deliberate on oral and written submissions received on the draft Community Facilities Strategy.

1.4 Council has the option of recommending the adoption of the draft Community Facilities Strategy as notified, or to recommend changes to the documents prior to adoption.

2 Contribution to the Council Vision and Council Outcomes

2.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

   

3 Background

3.1 The development of a Community Facilities Strategy was identified as a key initiative in year two of the current 2018 – 2028 Long Term Plan. Council received a number of submissions in both the 2018 – 2029 Long Term Plan and 2021 – 2031 Ten Year Plan relating to capital and operational funding requests to Community Facilities.

3.2 Xyst Ltd were commissioned to develop the strategy with a project steering group involving officers from the Community Facilities Team. The strategy has been in development over the last 12 months.

3.3 The Community Facilities Strategy provides the strategic direction for Council over the next 30 years. It provides a clear vision for the future of our community facilities and a roadmap on how we get there.

3.4 The strategies vision is – ‘a vibrant and thriving interconnected network of community facilities that cater for our communities’ and their visitors’ social, recreational and cultural needs now and into the future’.

3.5 The strategy will provide the consistency required for decision making and management of community facilities. It will also provide information on the funding priorities, what facilities need to be upgraded, what new facilities are required and divestment.

130 3.6 The aim of the strategy is to provide a ‘fit for purpose’ network of facilities throughout the district and is split into three parts;

Part One: Strategic Framework – sets out the vision and goals we are working towards to have ‘fit for purpose’ community facilities in the district.

Part Two: Sub-Plans – Community Facilities have been grouped into six sub-plans, each has an overall aim, goals, objectives and actions specific to that facility type.

• Recreation Complexes

• Libraries

• Arts and Cultural Facilities

• Community Halls

• Social Services Facilities

• Public Conveniences.

Part Three: Community Tool Box – provides Council with the decision making guidelines.

3.7 Twenty one submissions were received in relation to the draft strategy. Of these 21 submissions, 14 requested to present their views in the hearing on 17 November 2020.

3.8 Consultation on the draft strategy was conducted over a five week period in September and October 2020. Feedback was gathered through Council’s ‘Have Your Say’ website page, social media and two Farmers Market sessions.

3.9 Face to face feedback sessions were also conducted with key facilities stakeholders that included Feilding Civic Centre Trust, Feilding Little Theatre Players Society, Manfeild Park Trust and representatives from Feilding and Districts Sports, Arts, Cultural and Recreation Community Trust (Feilding High School).

3.10 A Facebook live session on Community Facilities was also conducted on Monday 12 October 2020.

4 Discussion and Options considered

4.1 Council has two options, as follows;

I. To recommend the adoption of the draft Community Facilities Strategy as notified; or

II. To recommend changes to the draft Community Facilities Strategy prior to adoption.

4.2 Copies of the proposed Community Facilities Strategy will be attached to the decision report that goes to Council on 4 February 2021 for adoption. Any changes to the draft strategy that are recommended by Council at this meeting will be shown as tracked changes in the attached strategy.

4.3 Table one below lists the twenty one submitters with (Annex A – attached) summarising the points raised by submitters, including any additional information shared through oral

131 submissions at the hearing. Also included in this table are officer comments in response to the submissions.

Table One – List of Submitters

Submitter Name Submitter Name

Feilding Civic Centre Trust Tangimoana Community Committee

Feilding Little Theatre Players Society Oroua Badminton Association

Angela Baker SINCOSS

Pohangina Hall Committee x 2 Manfeild

Sport Manawatu Julie Ann Bolton

Halcombe Community Committee Feilding and Districts Sports, Arts, Cultural and Recreation Community Trust (Feilding High School)

Pohangina Community Library Raewyn Persson

Colyton Community Committee Manawatu Indoor Bowls

Glen Oroua Hall Committee x 2 Feilding Gymnastics

Stanway Hall

5 Operational Implications

5.1 There are no capital or operating expenditure implications associated with this report.

6 Financial implications

6.1 Resourcing required for the implementation of this strategy is being considered as a part of the 2021 – 2031 Ten Year Plan.

7 Statutory Requirements

7.1 There are no statutory requirements associated with this report.

132 8 Delegations

8.1 Council has the delegated authority to decide matters relating to this report.

9 Consultation

9.1 To support the development of the draft strategy a pre-consultation survey was conducted that gathered information on current facility usage and ideas on future facilities. Phone interviews were also conducted with a cross section of Hall Committees that agreed to participate in the development of the draft strategy.

9.2 Face to face feedback sessions were also conducted with key facility operators and stakeholders. A Facebook Live session discussing the strategy and its topics was conducted on 10 October 2020.

9.3 Consultation on the draft strategy was conducted over a five week period in September and October 2020. Feedback was gathered through Council’s ‘Have Your Say’ website page, social media and two Farmers Market sessions.

10 Cultural Considerations

10.1 There are no specific cultural considerations in relation to this report.

11 Conclusion

11.1 The purpose of this report is to provide information to assist Council with deliberations on oral and written submissions received on the draft Community Facilities Strategy.

11.2 This report includes some suggestions and recommended changes to the draft strategy for Council to consider prior to adoption. The intention is not to limit the decision making of Council to these submission points, but to assist Council by providing officer advice on submitter requests.

12 Attachments

• Annex A – Summary of Submissions and officer comments

• Annex B – Draft Community Facilities Strategy.

133 Annex A – Summary of Submissions on draft Community Facilities Strategy

Submitter Name Summary of Submission Decisions Sought Officer Comments Feilding Civic Centre Supports the strategic review and that it needs to take That Council should retain the Civic The draft strategy was written Trust place Centre based on its ideal location independently and is the authors and the recent improvement work to assessment of the facility and supports Surprised at the number of negative comments about the building. the findings in the recent building the Civic Centre in the draft strategy condition assessments. That the Civic Centre is owned by Council is a major The recent improvement work on the advantage building was to make good the weather The Civic Centre is ideally located in the heart of Feilding tight issues with a third of the roof, new with adequate parking storm water drainage and temporary repairs to the sewer. The Needs Assessment and Feasibility Study will identify the current and future demand with recommendations about the long term future of the building. Feilding Little Theatre Request some minor alterations to some of the wording Minor change to come of the Council officers will make the requested Players Society within the draft strategy that relates to the Little wording within the draft strategy. changes to the wording in the draft Theatre. strategy Angela Baker The process outlined in the strategy does largely align Manfeild Stadium should be put Consultation on the draft strategy was with expectations of Council from the submitter. through the framework to assess undertaken across multiple platforms whether continued input is an and was extended for a further week. Real concerns about the consultation process and only equitable use of funds. found out about the draft strategy by accident. Civic Centre – Council needs to Serious concerns about MDC priorities with ‘An The Needs Assessment and Feasibility determine whether investment or Environment to be proud of’. This implies ownership as Study will identify the current and future divestment in this facility should opposed to guardianship. demand with recommendations about occur or not.

134 Agrees with the investment decision making weightings Consideration of a good Feilding the long term future of Manfeild Park but would like in some cases partnerships and venue for concerts, large meetings and the Civic Centre. collaboration to be higher. etc. That consideration be given to

how the facility can serve a Disagrees with the Community Facilities Strategy vision ‘community-building’ purpose and a Council can recommend a change to the and that ‘visitors’ should only be a minor consideration. plan be created and not an current weightings in the investment Agrees with the inclusion of environmental stewardship afterthought. framework. and being sustainable, especially adapting existing Extensive community consultation Hall and Community Committees will be building such as Manfeild Park and Community Halls. regarding community halls will be engaged with directly when considering important. future investment/divestment decisions. Pohangina Hall Agrees with the development of the strategy. The Community Hall is an asset that Pohangina Community Hall has a Committee should not be closed and is in good medium profile rating in the draft Thanks Council for the improvements made at the shape. strategy and will be taken through the cricket ground. investment/divestment framework to determine future use. Sport Manawatu Supports the development of the strategic investment Wanting to support Council in The Needs Assessment and Feasibility framework and the accompanying actions to address. exploring the concept of district Study will identify the current and future sport and recreation hubs in the demand with recommendations about The geographical spread of the district does present a North, South and within Feilding. the long term future of Manfeild Park layer of complexity to Council to service such a large and the Civic Centre. area.

The investment framework is a critical tool to ensure a Consideration of a masterplan within robust, transparent and fair process in determining the strategy for Manfeild Park will be Sport Manawatu is a key a strategic facility type, utilisation and long-term sustainability. a positive outcome. partner of Council and actions within the current partnership agreement includes Agree with the draft strategy to ensure investment into maximising facility provision. facilities that contribute to effective results for the community. Pleased to see how the Civic Centre could potentially be adapted and being assessed alongside Manfeild Park and the High School project.

135 Halcombe Community Halcombe Memorial Hall is essential part of the To not proceed with the The proposed operational action of a Committee community as a venue to facilitate, promote and centralisation of the hall booking centralised booking system is in support community wellbeing. process. response to the lack of annual reporting of usage and bookings from some hall Historical significance, originally built in 1938 as a To reconsider the Tier 1, medium committees. picture theatre. profile rating to become high profile

Strongly oppose the proposed action of MDC manage hall bookings. A community person doing this job puts Council can adjust the rating and profile a personal face to the hall and shows a commitment to of the hall if it chooses. the community. It will also remove the flexibility the community has with the hall. Believes the hall has been classified incorrectly as tier 1, medium profile. Should change to high profile based on high level of utilisation, historical significance, strong hall committee, condition of the building, hall location and service to the community. Pohangina Community Supports the development of the strategy and the Exchanging ideas and visiting other All the points raised in this submission is Library recognition of the main district library and the role of satellite facilities may help generate covered within the actions of the Library satellite libraries. new ideas and improve usage. Strategic Framework. The strategic goals are good. Using technology to check-out and check-in satellite books and to keep It would be beneficial to have activities that encourage track of users and their contact and motivate young readers to read. details. Manawatu Indoor Bowls The strategy is efficient and effective for the If the Civic Centre is potentially The Needs Assessment and Feasibility management of community facilities but we would closing, is the Council going to have Study will identify the current and future expect that there would be adequate provision to consideration for the small demand with recommendations about accommodate the simpler needs of organisations less community based activities. the long term future of Manfeild Park able to afford top of the range facilities. and the Civic Centre. Would like to see spaces with The strategic goals are achievable but don’t think smooth level floors suitable for our The study will also look at the Manfeild is the answer to all the requirements of sports sport without the addition of luxury affordability of the facilities and the and community activities. extras which would increase the hire

136 Manfeild is too far away from food outlets and although costs and become out of reach for potential impact of this on sport, an excellent facility it is perceived to have priced itself sports to afford and potentially the recreation and community groups. out of reach of many events. demise of our sport. Specifically interested in the future of the Civic Centre. The facility is convenient, centrally located and affordable. Stanway Hall The Stanway community wishes to retain the hall as Would be grateful to acknowledged A renewal and maintenance programme asset within our rural community. with some additional funding to help is a recommended action within the maintain the hall looking towards the draft strategy. Opted not to fund projects via the MDC hall funding future. pool because we know it is a very small fund to go Internal funding requests have been around so many halls. Most of the maintenance over Suggest MDC invest into Stanway made to the 2021 – 2031 Ten Year Plan the years has been funded by external funders. Hall as this has been minimal of the to implement a renewal and last 20 years. maintenance programme. Community has been the custodians of the hall for more than 100 years. Glen Oroua Hall The strategy does not take into consideration the Maintenance of the hall should be Council can adjust the rating and profile Committee importance of the hall to the community. provided and supported by MDC. of the hall if it chooses. Do not agree with the hall being low profile and should It would be a huge loss to the me medium. This strategy does not align with what we community if the decision was made Council does not own Glen Oroua Hall expect from MDC. by MDC to repurpose or dispose of and cannot dispose of the asset. the hall. We do not agree with the proposed strategic goals as

they apply to the hall. A portion of our rates should continue to be used to help meet Internal funding requests have been The hall has an active committee with members maintenance costs. made to the 2021 – 2031 Ten Year Plan providing good management and regular maintenance. to implement a renewal and maintenance programme. Feilding Gymnastics Feilding has a lot of unfit for purpose facilities that are We are not in support of a venue that The Needs Assessment and Feasibility very run down and difficult to access for users. We have building users are frequently Study will identify the current and future recently found this out during our recent desperate removed from the building for demand with recommendations about search for new premises. constant one-off events. the long term future of Manfeild Park,

137 We are in support of Council looking at a multipurpose, Council needs to consider building a the Civic Centre and the Feilding High affordable sports and community facility. facility that gains the highest usage Schools Facility Concept. from clubs, schools and community Currently, even with our club being based in Manfeild groups in Feilding. Hall we have an inappropriate lack of space and are

having to hire another facility weekly in Palmerston Do not believe our old buildings are North. We are paying $1,300 per month and are worth fixing up and being left with struggling to run all our groups to the level required. something not much better than what we currently have. Feilding needs a regional purpose built sports/community centre that can accommodate clubs Suggest a commercial operation that require large equipment to be installed on a build into the facility that would help permanent basis along with other spaces that can be fund the ongoing costs. used by different sports and community based initiatives. Tangimoana Community Suggestion around actual changes to the layout of Consider a range of alterations to the Internal funding requests have been Committee McKelvie Hall. The hall is our gathering place suitable hall. made to the 2021 – 2031 Ten Year Plan for all. What a difference it would make if it was a nicer to implement a renewal and Consideration of another public place to be. maintenance programme. This would toilet at the northern end of Ellison include considerations for alterations to Reserve. a hall’s layout. Oroua Badminton The Feilding Civic Centre Stadium is unique in that the We would support upgrades and The Needs Assessment and Feasibility Association hall was built will full consultation and funds from the external modernisation of the Civic Study will identify the current and future community. The stadium was built to Badminton Centre. demand with recommendations about Federations National Standards. It is the best the long term future of Manfeild Park, Badminton facility in the central region. the Civic Centre and the Feilding High Schools Facility Concept. The location in town allows players to support local business. Parking along Aorangi Street is adequate with the ability to use the Stafford Street entrance. We could not support going to a large multi-use facility as indicated as indicated in the draft strategy.

138 SINCOSS The strategy does not align with what we expect from I would like Community House at 131 The draft strategy recommends the Council in the management and provision of Manchester Street to be kept. following – Community Facilities. Investigate Community House service My view is that a library should stay and that we should provision and its fit within the proposed reserve that space for reading and learning. library redevelopment. The current community house allows its members to Divestment of Community House as provide treatment to members of the community who stated in the 2018 – 2028 Long Term are legally not allowed to visit the library. Plan. Investigate services for the Information Centre or other social service provider such as the library to deliver community information such as emergency preparation and the SINCOSS directory. Manfeild Park Trust Manfeild Park Trust is very supportive of the intent Any proposed projects will need to The Needs Assessment and Feasibility behind reviewing existing facilities. Are existing facilities be considered using an evidence Study will identify the current and future being fully optimised? Do our facilities fit future needs based approach. demand with recommendations about in Sport and Recreation? Could we create multi-use the long term future of Manfeild Park, Any future projects must include a adaptable complexes to suit many clients. the Civic Centre, the Feilding High long term maintenance plan. Schools Facility Concept and the South It is important that MDC investment is used wisely got Could be scope to retire some Street Courts. maximum gain of many users. facilities and adapt others to become

Manfeild Park is underutilised and offers potential to multipurpose. adapted/upgraded for a wider range of civic, community, corporate, sports, entertainment options. Feilding & Districts We expect Council to take a whole of community view Timing - The Recreation Complexes The Needs Assessment and Feasibility Sports, Arts, Cultural & of recreation facilities in our District regardless of who Sub-Plan has the relevant projects Study will identify the current and future Recreation Community these assets are owned or run by. listed as 2021-22, but the overall demand with recommendations about Trust Strategy lists them as 2020-2022. the long term future of Manfeild Park, We note the positive use of language in the strategy Our view is that these need to be the Civic Centre, the Feilding High such as collaboration, resilient, and sustainable progressed as soon as possible Schools Facility Concept and the South networks and customer focussed. (2020/21). Street Courts.

139 Placing the likes of school facilities – which fulfil an Staging - It is not clear how projects The Needs Assessment and Feasibility important part of providing for our community – at Tier 8 (applying investment process to Study is now underway and will look the 3 suggests to us that Council do not see these facilities Manfeild Stadium), 10 (Civic Centre) investment decisions on Manfeild as important or are not adequately factoring them in as and 11 (include of other future Stadium, Feilding Civic Centre and the part of a network. facilities) fit together. Our view is proposed Feilding High School Concept that they need to at least be together. It may be more effective for Council to support delivery progressed together, and ideally of community needs through partnerships rather than projects 8 and 11 would not be having an ownership interest in the facilities. undertaken until a view of needs and requirements for recreation facilities across the full network and community is understood.

140 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 19 November 2020

Manawatu District Quarterly Economic Update - September 2020

Purpose

The purpose of this report is to provide an overview of the current state and structure of the Manawatū District economy to September 2020.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the Manawatū District Quarterly Economic Update dated 17 December 2020.

Report prepared by: Stacey Bell Economist

Approved for submission by: Brent Limmer General Manager - Community and Strategy

141 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

  

2 Background

2.1 The Manawatū District Quarterly Economic Update provides an overview of the current state and structure of the Manawatū District economy to inform local decision-making.

2.2 Data included within this report is sourced from a number of reputable government and professional economic data sources including Infometrics, ANZ, Statistics New Zealand, MBIE, Ministry of Education, Marketview, QV and a range of financial and tourism sector economic reports.

3 Discussion and Options considered

3.1 The report and supporting information are for information purposes. Any matters that require resolution would be reported separately to Council.

3.2 Strong global demand for goods produced in the district, high levels of inward investment, a growing government sector and minimal exposure to international tourism has driven the performance of the district economy relative to many other parts of New Zealand. While overall economic performance to September 2020 is positive, impacts of COVID-19 on the local economy have been observed.

3.3 The following points provide a summary of local economic performance relative to regional and national economic performance over the year to September 2020, in addition to a summary of factors to watch as we move into 2021.

• Annual GDP is estimated to have declined by $23m to $1.2b to the year ended September 2020. This is an annual average decline in GDP of -1.9 per cent from the previous year. This result compares positively against a national decline in GDP of -3.3 per cent, while regional GDP contracted by a lesser -1.3 per cent.

• In the September quarter, GDP increased by 10.1 per cent versus the June quarter, officially ending the recession experienced as a result of COVID-19 restrictions earlier in the year. The District’s limited exposure to international tourism alongside strength in primary production, value-added manufacturing and defence force employment and investment, is anticipated to strongly support the performance of the local economy moving in 2021.

• The economies of our largest cities and international tourism hotspots have borne the brunt of COVID-19 restrictions. Auckland GDP contracted by 4.9 per cent over the year

142 while GDP fell 4.5 per cent in Christchurch and 3.3 per cent in Wellington. Reflecitng the reliance on international tourism, GDP in the Queenstown Lakes District and Rotorua contracted by 7.7 per cent and 4.6 per cent respectively to the year ended September 2020.

• The value of New Zealand merchandise exports increased by $1.2b (+2.0 per cent) to $60.3b to the year ended September 2020. China remains our largest trade partner with exports to China increasing by 4.7 per cent to $16.6b over the year to September 2020. Merchandise exports to China is now worth twice that of our second largest export market Australia, with the value of our exports to Australia falling by 6.1 per cent to $8.3b over the September 2020 year. Exports to the United States were also strong, growing by 14.2 per cent to at total value of $6.4b over the year.

• The total value of dairy, meat and fruit exports continued to perform well with values increasing by 9.4 per cent, 8.6 per cent and 11.2 per cent respectively over the year to September. The positive outlook for dairy is further reflected in strong Global Dairy Trade auction results and the Fonterra farmgate milk price for the 2020/2021 season of $6.30 - $7.30.

• The unemployment rate for the District in the September quarter 2020 was 2.8 per cent. This continues to be below the regional and national unemployment rate of 4.7 per cent and 5.1 per cent respectively.

• There were 945 people receiving the jobseeker benefit as at 30 June 2020. This is an increase of 240 (+34.0 per cent) compared with September 2019.

• Average house prices to the year ended September 2020 increased by 18.0 per cent versus the previous year. This compares to national house price growth of 7.6 per cent over the same period. The average house price in the District in September was $481,485.

• There were 474 houses sold in the District over the year to September 2020. This is a 4.4 per cent increase in the number of houses sold from the year ended September 2019. Population growth indicators for the district imply stronger than national growth with primary health enrolments increasing by 1.6% in September 2020 vs September 2019. Over the same period, national primary health enrolments increased by just 0.3%. The population of the district as at June 2020 is estimated at 32,100.

• Including new relocatable dwellings, there were 188 dwellings consented in the District to the year ended September 2020 versus 193 for the previous year. Residential investment intentions remain high relative to the 10-year annual average of 138 dwelling consents issued per year.

• Record low interest rates are expected to boost investment in residential property, but are also driving house price inflation. While strong investment in residential property is needed to add to housing supply, house price inflation also risks driving home ownership outside the reach of low to middle income families. While overall, local house prices remain affordable, the erosion of housing affordability is of concern, in particular alongside the expectation of increased demand from a growing population moving to the area for job opportunities.

143 • Non-residential consent values over the year to September fell, however rebounded to 5.5m in the September quarter versus $1.5m compared with the previous August quarter. The expansion of Ohakea is estimated to bring approximately $300m of non- residential construction activity to the district over the period 2021 to 2035.

• Rebounding levels of commercial and private vehicle registrations in the September quarter reflects confidence in the strength of the local and domestic economy.

• Retail spending in the District increased by 2.4 per cent over the year to September 2020 versus the year ended September 2019. This compares with a 3.6 per cent decline in spending nationally and a 0.1 per cent decline in spending across the region.

3.4 The relatively strong performance of the local economy has been supported by our industry structure, in particular our dominance in the production of high quality food, substantial government employment and limited exposure to international tourism, in addition to high levels of investment flowing into the wider region.

3.5 While the local economy has benefited from our industry strengths, the following factors have been identified as having the potential to affect economic performance as we move into 2021: a. The outlook for red meat is uncertain as demand from northern hemisphere consumers softens and the New Zealand dollar appreciates, reducing returns to exporters. b. Elevated house price inflation alongside accelerating weekly rents are a concern, in particular alongside strong population growth anticipated as a result of strong inward investment and job creation. The risk is that affordability and availability of housing to cater for demand will erode further before a comprehensive solution to the housing crisis is found. c. Central government policy is expected to come thick and fast over the coming months. This legislation has the potential to add substantial costs to local government operations and to impose additional regulation and costs on private sector entities.

3.6 Factors that influence local economic performance, including the above, will be monitored and reported on throughout the quarterly reporting series.

4 Operational Implications

4.1 There are no capital or operating expenditure implications or maintenance costs associated with this paper.

5 Financial implications

5.1 There are no financial implications associated with this paper.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this paper.

7 Delegations

7.1 The Council has the authority to consider this matter.

144 8 Consultation

8.1 There are no consultation requirements associated with this matter.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this report.

10 Conclusion

10.1 The report alongside the Manawatū District Quarterly Economic Update presents the most up- to-date economic information to Council to support governance functions. The report and attached Quarterly Economic Update are submitted for your consideration and discussion.

11 Attachments

• Manawatū District Quarterly Economic Update – September 2020

145 17 December17 December 2020 2020

Introduction Gross domestic product growth The structure of the local economy has driven the Annual average percentage change relatively strong economic performance of the Manawatū District economy over 2020. Our dominance in the production of high quality food, the expanding defence force sector alongside limited exposure to international tourism has supported business activity, sustained household incomes, and driven the strong performance of the local economy relative to much of New Zealand. Looking forward, the outlook for the local economy will continue to be supported by our industry structure, export strength and unprecedented levels of inward investment flowing into the Manawatū Region. Low interest rates are also fuelling economic activity, adding substantial support to business and household consumption and driving levels of investment. Collectively, these factors are expected to drive economic activity and fuel job creation across Infometrics estimates that GDP for the Manawatū the District economy over the coming 10-15 years. District fell by 1.9% to $1.21b to the Year Ended (YE) The district is in a relatively resilient position as we September 2020. This is an estimated decline in GDP enter 2021. There are factors however, that have the of $23m when compared with the YE September potential to constrain the economic performance of 2019. This compares with a decline in GDP of 3.3% the District. Firstly, the outlook for red meat is for New Zealand and a 1.3% decline in GDP for the uncertain as northern hemisphere demand softens in Manawatū-Whanganui Region over the same period. response to surging COVID-19 infections. Most Hardest hit regions across the country include affected is high quality red meat for the restaurant Auckland and Otago where GDP fell by 4.7% and 3.6% trade with softening sheep and beef prices forecast respectively. The Canterbury and Wellington regions to continue. The current high New Zealand dollar is were also hit hard, with GDP in both locations falling also eroding profit margins for exporters. On the by 3.2% over the September 2020 year. bright side, news of the development of effective vaccines is positive and will hopefully limit the impact on demand for New Zealand meat products. Highlights Housing affordability also remains under the spotlight • Export demand for goods produced in the District as local house prices and rental costs continue to rise remained strong over the year to September. strongly. This is good news for property owners but • Unprecedented levels of investment flowing into for first home buyers and renters, this is placing the region is expected to drive substantial additional costs and pressure on local families. economic activity over the short to medium term. Achieving a socially optimal level of housing is complex and requires appropriate market conditions, • District unemployment is reported at 2.8% for the alongside fiscal, monetary and regulatory policy that September quarter. This compares with a 4.7% works in concert. It will take time to fix. unemployment rate for the Manawatū- Finally, Central government legislation is expected to Whanganui Region and 5.1% for New Zealand. come thick-and-fast over the coming months. This • Average house prices increased to $481,485 in legislation is expected to add substantial costs to local September 2020. This is an annual increase of government operations and to impose additional 18.0%. Median house prices to September also regulation and costs on private sector entities. posted strong growth, rising by 7.7% over the The above factors are discussed further in the final year to a median value of $475,000. section of this report. 146 • There were 188 dwellings consented in the Trade Conditions District over the year to September. The number Growth in the annual value of New Zealand exports of consents for new dwellings remains high continues despite the global disruption. The value of compared with historical averages. New Zealand exports increased by 2.0% to a total of $60.3b to the year ended September 2020. Exports • There were 474 houses sold in the District over to China continued their upward momentum growing the year to September. This is an increase in sales by 9.4% over the year to a total of $16.4b. Exports Of volumes of 4.4%. meat and edible offal, fruit, milk, cereals, flour and • There were 188 consents issued for new starch preparations, and optimal, medical and dwellings in the district over the year. This level measuring equipment also posted strong growth over of planned residential investment remains strong the year while export values of logs, wood and wood by historical standards. articles, mechanical machinery and equipment, and fish, crustaceans & molluscs declined. The following • Retail spending increased by 2.4% to the year graph indicates annual export values by main ended September 2020 versus a 3.6% decline in commodity over the year to September 2020. spending nationally. The strong position of local households and businesses is further reflected in NZ Merchandise Trade Exports YE Sep 2020 the recovery of new commercial and private Export values by main commodity vehicle registrations over the September quarter.

Things to watch • The value of residential and non-residential building consents fell from $119.5m in the September 2019 year to $98.7m to the year ended September 2020. • Average weekly rents have increased by 12.0% over the year to September. Rents in the district now average $363 per week. • Despite strong economic activity, Jobseeker beneficiaries increased by 240 (↑34.0%) to a total of 945 over the year to September. This compares with a 42.8% increase in jobseeker beneficiaries nationally over the same timeframe. • The high New Zealand dollar in addition to northern hemisphere restrictions on economic The New Zealand economy is benefiting from the activity, poses some risk to levels of demand for strong performance of the Chinese economy. The high quality red meat. Trade conditions have a value of our annual exports to China is now double substantial impact on the performance of the that of our second largest export market, Australia. local economy and therefore, will continue to be monitored and reported through the quarterly reporting series. • Central government legislation is expected to accelerate over the coming months. This has the potential to introduce additional costs , increase uncertainty, and constrain economic activity. Government legislation will be monitored closely and reported back to Council as part of the quarterly reporting series.

147 New Zealand Export Markets – YE Sep 2020 meat exports have both taken a hit, down 12.0% and 8.8% respectively. This is driven by a range of factors including the high New Zealand dollar1. Despite softening export values, dairy and red meat export volumes have been increasing each month since April 2020. Traded volumes also increased by 5.6% in the September quarter versus the June quarter. This is positive as it reflects the continuation of strong demand for goods produced in the district. As follows, this has kept export values relatively strong despite softening export prices.

Monthly export volumes Quantities - trend

The strong December Global Dairy Trade Auction result (↑4.3%) supports the economic outlook for our local economy as we move into 2021. Dairy farming is our largest primary industry contributing $90m in GDP to the local economy and employing 680 people.

Export Value timeseries Export prices and volume indices

Investment Investment is a crucial driver of economic activity, generating income growth, stimulating consumption and driving further employment growth in both the goods producing and service sectors. The next fifteen years is a period of unprecedented investment in the Manawatū Region. Not including the Kiwirail investment in neighbouring Palmerston North, the level of inward investment from local and central government alone is estimated at $3.1b while known investment at Massey University and within the private sector is expected to add an additional $1.6b to investment levels. Again, for the private While the GDT results are positive and will support sector, this is a conservative estimate as it only farmgate milk prices for our dairy producers, the includes currently known levels of planned auction results do not cover all New Zealand dairy investment. exports. Export price indices for the September The high level of investment that is flowing into our quarter have deteriorated from the record terms of region over the next fifteen years will drive trade of the June 2020 quarter. The value of dairy and population growth, grow household incomes, boost

1 NZD/USD = 0.706 as at 3 December 2020. . 148 consumption and drive job creation across our region. 25-39 years ↑ 69; Jobseekers between 40-54 years This is very positive for our economy, adding ↑ 31; and those aged between 55-64 years ↑ 27. resilience and supporting the economic outlook for Over the same period, the number of NZ European the Manawatū District in the face of uncertainty jobseekers ↑ 23.7%; Māori jobseekers ↑ 26.7%; around other areas of the economy. Pacific Island jobseekers ↑ 28.6%; and all other jobseekers increased by 25.8%. The Labour Market The MSD data shows that female jobseekers ↑ 30.1% Infometrics reports that the unemployment rate in between the March and September quarters while the District was 2.8% in the September quarter. This Male jobseekers ↑ 36.9%. compares with a 4.7% unemployment rate for the region and a 5.1% unemployment rate across New Quarterly jobseeker benefits Zealand. As indicated below, local unemployment is generally well below the regional and national rate of unemployment. The relative strength of the local economy in addition to limited exposure to the tourism sector supports the outlook for the local labour market into 2021.

Unemployment rate

Quarterly Work Ready Jobseeker beneficiaries

Jobseeker benefits The most obvious impact of COVID-19 on our local economy has been the increase in Jobseeker beneficiaries. The number of people receiving the jobseeker benefit increased by 240 to 945 over the year to September 2020. This is an increase of 34.0% over the year. This compares with a 42.8% increase in Jobseeker beneficiaries nationally. As above, jobseeker beneficiaries increased across all age groups over the year with mixed results between the The number of people receiving the Jobseeker benefit June and September quarters. There were also 25 has increased by 240 (↑34.0%) over the year to recipients of the COVID-19 Income Relief Payment September 2020. Of the total increase in jobseekers, (CIRP) in September versus 86 in the previous month. 80.0% of these are considered work ready with the remaining 20.0% limited by health conditions and From the onset of COVID-19 restrictions in March, disability. Of total jobseekers, 66.2% are considered jobseekers aged 18-24 years ↑ 59; jobseekers aged work ready.

149 Business demography data for the Manawatū- strong demand driven by low interest rates, strong Whanganui Region indicates the working age returns to residential property investment, population (aged 15-65 years) increased by 1,000 population growth and an emerging undersupply of between the March and September quarters, while housing across the district. those choosing not to participate in the labour force2 House sales for the year ended September 2020 increased by 1,300 over the same period. As a result, increased by 4.4% to 474 compared with the the employment rate declined by 1.0% from March to previous year. House sales across New Zealand September alongside an increase in the increased by 1.1% over the same period. This result unemployment rate from 4.0% to 4.7%. There is also is a turnaround from the decline in house sales a greater proportion of people in the region that are observed in the June quarter where national house would prefer to work more with the underutilisation sales declined by 36.9%, regional house sales declined rate increasing by 2.2% to 12.2%, between March by 39.9% and house sales in the District declined by and September 17.2%. Latest data indicates the continuation of high Employment Intentions turnover and further escalation in house prices. The Trade Me job ad index indicates local Rolling annual house sales recruitment intentions via the number of jobs advertised in the District relative to the region and New Zealand. Local and regional job ads continue to exceed national recruitment levels. Recruitment intentions in the District are particularly strong with job ads to October exceeding March levels. This is positive for our local economy as businesses indicate they are confident to hire. While local data is not available, latest regional job ad data indicates strong demand for workers in logistics, construction, engineering and architecture, healthcare, and manufacturing and trades sectors.

Job ads reflect the level of demand for new workers Strong growth in house prices continue

The average value of houses in the District increased The Property Market by 18.0% over the year to September 2020 versus The September quarter data continues to indicate the 7.6% for New Zealand. The continuation of strong strength of the local property market bolstered by

2 The labour force includes both employed people and those actively seeking employment (unemployed). 150 growth continues to be observed across the region provided by the market is an important component of with house price growth across most other parts of monitoring and reporting under the NPS: UD and New Zealand also picking up strongly. enables Councils to understand whether development is providing for market choice. While Construction Investment project values do not capture the market value of the Building Consent Values $ developed dwelling, they do provide an indication of the range and value of housing investment across the district. Project values of new dwellings – YE Sep 2020

There was $98.7m worth of residential and non- residential building consents issued over the year to September 2020 versus $119.5m the previous year. Residential consents were valued at $86.7m for the From the above graph, the project value of 50 year ended September 2020 versus $93.9m for the dwellings is between $10,000 and $300,000, while previous year. Over the same period, the value of another 50 homes are intended to be developed at a non-residential consents was $12.0m versus $25.6m cost of between $300,001 and $400,000. There are for the year ended September 2019. While the value a further 50 dwellings planned for development of construction investment over the year remained between $400,001 and $540,000 with the project strong relative to historical values, values have value of the remaining 38 dwellings, between decreased since the peak of the September quarter, $540,001 and $2.5m. With the exception of two 2019. Construction investment is forecast to increase dwellings, the project values of higher value dwellings as a result of high levels of investment flowing into are under $1m. The average project value of all new the region. Consent values to the year ended dwelling consents over the year to September 2020 September 2020 continue to exceed the 5-year was $409,154. historical average value of $88.3m per annum.

New Dwelling Consents

There were 188 consents for new dwellings approved to the year ended September 20203. This compares with 220 dwelling consents issued the previous year. The project value of homes consented over the year ranged from $10,000 for the relocation of new yard- built homes to $2.5m for the construction of a large family home. Monitoring of the value of homes

3 The number of new dwellings include new relocated dwellings to the District. 151 Annual increase in average weekly rents Retail spending YE Sept 2020 vs YE Sept 2019

Over the year to September 2020, average weekly rents in the District increased by 12.0%, up from Confidence in the local economy is further reflected $324 in September 2019. The average weekly rent in the recovery of expenditure on private and in the District is $363 in September 2020. Rental prices across the region also increased strongly over commercial vehicles in the September quarter. the year, rising by 10.2% to $334. Average weekly rents in the region are still well below the national average of $449 per week, however the annual rate of growth in rental prices is substantially higher. Relative to New Zealand, rental prices remain affordable however strong rental price inflation is an area of concern for our community. The impact of increasing costs of housing will be presented in depth within the Manawatū District Housing Stocktake.

The social housing register to September was not available at the time of publication. Data to June 2020 indicates the number of local families awaiting social housing has increased from 7 in June 2015 to 77 in June 2020.

Retail Trade The value of retail spending in the District over the Tourism spending year to September increased by 2.4% compared with The Ministry of Business, Innovation and the previous year. In contrast, national retail Employment (MBIE) estimates tourism spending in spending fell by 3.6% over the year. Palmerston the District declined by 17.1% over the year to North also experienced a substantial decline in annual September 2020, versus the previous year. retail spending with the value of retail spending International tourism expenditure is estimated to falling by 3.4% over the year. The industry structure have declined by 39.2% while domestic tourism of the district in addition to limited reliance on expenditure is estimated to have declined by 9.4% external spending has helped to maintain levels of over the same period. In contrast, national tourism local spending relative to the larger retail centres and expenditure is estimated to have declined by 16.5%. the national average. This includes a 29.2% decline in international spending alongside an 8.6% decline in domestic tourism spending over the year to September. 152 As previously indicated, since the onset of COVID-19, Europe will be less than anticipated. Northern there have been concerns around the reliability of hemisphere economic conditions alongside market MBIE tourism estimates. Recently, MBIE has demand will be watched closely as we head into 2021. acknowledged issues with the data series, releasing Housing market ‘disequilibrium’ the following statement: House price inflation has hit the headlines as monetary policy is blamed for fuelling demand and More caution should be used when interpreting the Monthly Regional Tourism Estimates driving up house prices across the country. This is not (MRTES), due to COVID-19 the full story however. For one, decades of government policy has failed to recognise that the The model used to estimate tourism spend in the market will not deliver housing at a scale and price MRTEs, and the assumptions underlying it, were that provides for human wellbeing across the board. designed for a stable tourism industry. Due to the large As the impacts of decades of inadequate housing changes in tourism spend caused by COVID-19 (including the shift towards the domestic market, and the industry policy become clear, a comprehensive and makeup of each region), these assumptions are likely to coordinated response is urgently needed; and not have been affected… Because of these issues, we have just in the cities, but increasingly in provincial New less confidence in the precision of the tourism spend Zealand as well. estimates and we advise taking extra caution when In evidence, the average house price in the District interpreting the results. almost doubled in value (↑96.4%) between September 2015 and September 2020. Over the MBIE are planning a review in the first half of 2021 to same period, national house prices ↑38.0%. Rental improve the reliability of the tourism expenditure costs also increased more in the district than series. Until then, caution should be exercised in nationally, with local average weekly rents ↑42.4% using the results as a basis for decision making. versus ↑25.9% nationally. In contrast, average annual earnings in the District ↑13.2% since 2015 Things to watch with national incomes ↑ 12.0% over the same period. Global trade conditions Increasing housing costs relative to incomes are As discussed, the strong performance of the local eroding housing affordability and negatively affecting economy has been driven in-part by strong global local families. This is reflected in-part by the eleven- demand and favourable commodity prices for high fold increase in the number of local families awaiting quality New Zealand foods. While the total value of social housing over the 5-years to June 2020. dairy and red meat exports in September remained strong due to high volumes, the September quarter Legislative risk saw the record terms of trade from June deteriorate There is a range of proposed and enacted central with the biggest fall since 2009. Driving this reduction government legislation that is expected to impose is falling prices for dairy, red meat and forestry substantial costs on both local government and the products over the quarter alongside a rising New private sector. These include the Climate Change Zealand dollar. Response (Zero Carbon) Amendment Bill, the National Policy Statements (NPS) on both Freshwater Looking ahead to 2021, the outlook for high quality Management and Urban Development, the proposed beef and lamb prices remains soft as a result of NPS for Highly Productive Land and the Holidays anticipated weaker demand from declining global (Increasing Sick Leave) Amendment Bill. Regardless economic activity. This includes demand from high- of whether there is ideological agreement with the end European restaurants, as demand for quality intent of legislation, enactment comes at a cost and New Zealand red meat declines in response to those costs fall on local communities (ratepayers and renewed COVID-19 restrictions. The news is not all consumers) and businesses. bad however. Rabobank reports that while farmgate prices are expected to soften, beef and sheep meat The rising costs and resource requirements prices are not expected to drop significantly below associated with central government legislation is long-term averages. This is mainly due to strong considered a substantial risk and will be monitored demand anticipated from the US and China. and reported on throughout the quarterly economic reporting series. The development and distribution of a COVID-19 vaccine is good news, as greater control of the virus Please contact Stacey Bell [email protected] if you would like further information regarding the quarterly report. raises hopes that restrictions on economic activity in 153 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 01 December 2020

Agreement to Establish the Horizons Region Joint Climate Action Committee

Purpose

Horizons Regional Council has proposed the establishment of a joint committee of the councils of the Manawatū-Whanganui region. Manawatū District Council is asked to establish the Joint Climate Action Committee as a Committee of Council as per the requirements of Schedule 7 Cl30 and 30A of the Local Government Act 2002.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council:

1. agree to the Climate Action Committee Manawatū-Whanganui Region Agreement and Terms of Reference (Attachment 1).

2. appoint a Joint Committee (with the Horizons Regional Council and the other Territorial Authorities within the Manawatū – Whanganui Region) to be called the Climate Action Joint Committee pursuant to clause 30(1)(b) of Schedule 7 of the Local Government Act 2002.

3. adopt the Terms of Reference for the Climate Action Joint Committee set out in the Climate Action Committee Manawatū-Whanganui Region Agreement and Terms of Reference.

4. appoint Mayor Helen Worboys (or delegate) as the Manawatū District Council representative on the Climate Action Joint Committee.

5. agree that resolutions 1 to 4 will take effect when all other councils in the Region confirm that they have appointed the Climate Action Joint Committee.

Report prepared by: Brent Limmer General Manager - Community and Strategy

Approved for submission by: Brent Limmer General Manager - Community and Strategy

154

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

2 Issue

2.1 Horizons Regional Council has proposed the establishment of a joint committee of the councils of the Manawatū-Whanganui region. Manawatū District Council is asked to establish the Joint Climate Action Committee as a Committee of Council as per the requirements of Schedule 7 Cl30 and 30A of the Local Government Act 2002.

3 Discussion and Options considered

3.1 Climate change is a complex issue and there are multiple strands of climate change related work underway nationally, through Horizons Regional Council and locally by many Councils.

3.2 These work strands are frequently connected, and it is useful to minimise duplication and repetition across agencies where possible. Through 2019 and 2020, discussions held through the Regional Chiefs forum agreed a desire to respond to climate change with a regional collaborative approach. In September 2019 a Memorandum of Understanding (MOU) was signed at the Regional Chiefs meeting. The MOU is titled ‘Working together to adapt to climate change’ and is attached to this report (refer Attachment 2).

3.3 Horizons Regional Council resolved in August 2020 to establish a joint committee to oversee action on climate change across the Manawatū-Whanganui region’s local authorities. The Terms of Reference for the Climate Action Joint Committee has been developed through the Regional Chiefs forum.

3.4 The Terms of Reference replicates the actions sought from the MOU, and aim to ensure that the Climate Action Joint Committee is enabled to act as the vehicle to drive delivery on collaborative ambitions of the councils. This committee will oversee a suite of climate change work underway including the Regional Climate Change Risk Assessment, and will support the sharing of resources, knowledge and activities.

3.5 Alongside the development of the Climate Action Joint Committee and the regional risk assessment work, Manawatū District Council has commenced work on its Environmental Strategy which will include consideration of actions that the Council and community might take in respect of climate change. The strategy is in its early stages of development and there will be community engagement on the content.

155 3.6 The terms of reference for the Joint Committee are attached (refer Attachment 1). The administration of the Committee would be managed by Horizons Regional Council. It will meet at least twice a year. The Committee will have no decision making or financial delegations. The Mayor is the recommended representative of Council on the Committee.

3.7 There are two options available to the Council:

Option 1: Resolve to establish the committee as per the Terms of Reference and appoint the membership (recommended)

This option provides several benefits to the Manawatū District Council. The joint committee can promote collaboration on climate change action for the Region and the Manawatū District community and provide visibility of collective leadership.

This committee can support the management of key relationships through complex and technical items associated with climate change. The collaboration opportunity may also enable the Manawatū District Council to minimise duplication of work and support efficient use of response resources.

Collaborative climate change response work is already occurring across the region and a culture of sharing of knowledge and skills is developing.

Option 2: Decline to establish the committee (not recommended)

This option has the potential to reduce visibility of leadership in the climate change response for the Manawatū District and may limit the availability of collaborative resourcing to respond to climate issues. It may also result in duplication of work and a less cohesive Regional response.

4 Operational Implications

4.1 There is a commitment of Mayoral/delegate time and associated administrative support. This administrative support can be accommodated within existing resources.

5 Financial implications

5.1 There are no financial implications associated with the recommendations contained in this report.

6 Statutory Requirements

6.1 The Local Government Act 2002 (Schedule 7 Cl 30 and Cl 30A) requires that each of the participating Councils agree to establishment of a Joint Committee.

6.2 Joint Committees are deemed to be both a committee of the appointing Council, and a committee of each other Council that has appointed members to the committee. The requirements of the Local Government Act 2002 and the Local Government Official Information and Meetings Act 1987 for notifying and giving public notice of the Joint Committee meetings, the availability of meeting agendas and public attendance at meetings must be met by each of the Councils that appoint members to the Joint Committee.

156 7 Delegations

7.1 Council may approve the establishment of Joint Committees as recommended in this report.

8 Consultation

8.1 As the level of significance of this decision is low, and the Joint Committee will not have delegated powers, it is considered that engagement with the community is not necessary.

9 Cultural Considerations

9.1 Horizons Regional Council are inviting Iwi/Maori to appoint representatives to the Joint Committee.

10 Conclusion

10.1 As already noted, climate change is a complex issue and there are multiple strands of climate change related work underway nationally, through Horizons Regional Council and locally by many Councils. The establishment of the Horizons Region Joint Climate Action Committee will assist in coordinating region-wide work, support the efficient use of resources and reduce unnecessary duplication of effort.

11 Attachments

• Climate Action Committee Manawatū-Whanganui Region Agreement and Terms of Reference – September 2020 (Attachment 1)

• Memorandum of Understanding - Working together to adapt to climate change (Attachment 2)

157 158 159 Climate Action Committee Manawatū-Whanganui Region

AGREEMENT AND TERMS OF REFERENCE September 2020

Statement of Purpose The purpose of the Climate Action Committee is as follows:

• To receive scientific evidence and Mātauranga Māori to inform strategic leadership on how the Manawatū-Whanganui Region could achieve climate change mitigation and adaptation; and • To inform the development of climate change adaptation and mitigation objectives, share information, and facilitate collaborative action to reduce greenhouse gas emissions and prepare for climate change impacts.

Committee Membership The Committee consists of the following members:

• The Mayor/Chair or designated delegate of each local authority within the Manawatū- Whanganui Region (total 8 members); and • Three non-Councillor members, to represent the views of Tangata Whenua. These appointments will be made by Horizons on the recommendation of iwi leaders, taking into consideration their skills, attributes or knowledge that will assist the work of the Committee.

This Committee may invite advisers to attend relevant portions of the Committee’s business.

Election of the Chair and Deputy Chair The committee will elect a Chair and Deputy Chair by the system described in clause 25(4) Schedule 7 of the Local Government Act 2002.

Meetings The Committee will sit at least twice each year.

Quorum A quorum will consist of at least six members.

Meetings may be held in person or by other means (such as audiovisual link) as the Committee agrees where permissible under New Zealand law and the standing orders of the parties.

160 TERMS OF REFERENCE

Objectives

The operating objectives are:

• Collaborate on action to build organisational, community, and regional resilience in the face of climate change; • Oversee a comprehensive climate change risk assessment for the region; • Make use of available environmental, social, cultural and economic research, skills and capabilities to leverage opportunities and mitigate the impacts of climate change; • Advise on strategies to reduce greenhouse gas emissions (mitigation) and prepare for climate change (adaptation) to inform the development of a regional climate action plan for adoption by the member councils, and to monitor and report annually on achievement of the plan; • Work collectively as a region to engage with Central Government, including any actions to deliver on responsibilities under the Climate Change National Adaptation Plan; • Promote consistent and effective leadership, advocacy, communication and engagement on climate change issues to enable individual and collaborative action; • Champion the integration of partner strategies, programmes, and plans and encourage partnerships with iwi and others in central and local government, health, education, youth, NGOs and business; and • Share climate change evidence and guidance to inform council work programmes and support explicit consideration of climate change impacts in decisions.

Power to Act

• To receive regular monitoring reports and presentations on the matters set out in the objectives above.

Power to Recommend

• To provide recommendations for member Councils’ action and partnership in respect of climate change actions; and • To recommend an appropriate response/course of action in respect of policy effectiveness reports and monitoring outcomes.

Variations to this Agreement Amendments to this agreement will be made by resolution of the Regional Chiefs on an as required basis. Terms of this agreement will also be reviewed annually by Regional Chiefs.

Delegations The Committee has no general decision-making or financial delegations but from time to time may be given such delegations by Regional Chiefs for specific matters.

161 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 02 December 2020

Housing Programme Establishment Report for Housing Strategy

Purpose

The purpose of this report is to present to Council the Housing Programme Establishment Report for incorporation into the Council Housing Strategy.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1 That the Council endorses the Housing Programme Establishment Report for incorporation into the Council Housing Strategy.

Report prepared by: Michael Hawker Project Delivery Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

162 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.      

2 Background

2.1 Manawatū District Council (MDC) adopted a Community Development Strategy in 2019 with the vision of “Our District offers a high quality of life for all residents”.

2.2 A report on Housing background was written for the Community Development Committee meeting on 25 June 2020. The Community Development Committee resolved “That the Community Development Committee receives the report and refers this to Council”. The purpose for referring the report was to obtain full Council input into the breadth of the scope for the Housing Strategy.

2.3 The Housing Background Report went to the Council meeting of 23 July 2020. The report illustrated the Housing Continuum concept under the headings of Social, Affordable and Market, for Council discussion on where on the continuum the Council wished to place its focus for development of the Housing Strategy. The result of the meeting was that:

• Council agreed to consider the total housing continuum as part of the Housing Strategy.

• Council noted that this was a broader scope than that identified in the Community Development Strategy.

• Council noted that the first step in the development of the Housing Strategy would be preparation of a Manawatū district housing stocktake.

2.4 The purpose of the Housing Stocktake report is to provide an evidence-based identification of the key housing issues for Manawatū District from which a Housing Strategy can be developed.

2.5 A budget allowance of $20,000 had been made for the Stocktake report to purchase data and any external labour. The MDC Economist and a member of the Manawatū Community Trust are co-authoring the Housing Stocktake Report. One constraint on accelerating the Stocktake report is data availability and access.

2.6 Housing is a key issue that Council has had 10 Year Plan pre-engagement with the community

2.7 At the Community Development Committee meeting of 27th August 2020, the Committee received the presentation “Community Development Strategy – Implementation Update 2”on the progress of the Community Development Strategy. The presentation noted that the Community Development Strategy had increased the workload for staff. That COVID19 had interrupted progress and also increased the workload further due to the new COVID19

163 Response Community Plan. A series of actions had not been able to commence due to COVID19 and resource availability. The Committee expressed concern about capacity and resourcing within the Community and Strategy team.

2.8 The Community Development Committee agreed that Officers develop a paper to accelerate progress on the Housing Strategy to be taken to Council and that Officers would also investigate options for reallocation within the Community Development portfolio as part of that paper.

2.9 At the 17 September Council meeting, Council approved an unbudgeted expenditure of $60,000 for consultant resources to bring forward the development of the Housing Strategy. This would allow any issues identified from a Housing Strategy to be included in the 10 Year Plan Consultation Document.

2.10 The option to do both the Housing Stocktake report and Housing Strategy in parallel was selected as it would bring forward the completion of the Strategy. The report noted that if an external contractor was available by the end of September to develop the Strategy and provide additional support for the Stocktake, it was possible that both the Stocktake and Strategy could be presented in draft to Council in December 2020.

2.11 A key risk for this option is the availability of a suitable resource to meet the schedule.

2.12 There were difficulties in procuring an external contractor available to complete the assignment before the end of the 2020 year. The Property Group were directly procured when they brought together a team of 8 people starting in late October. The Housing Programme Establishment Report has been delivered and is attached to be incorporated into a Council Housing Strategy.

3 Discussion and Options considered

3.1 The Housing Programme Establishment Report concludes that:

“For Council to continue to have a meaningful role in improving the affordability and quality of the housing in Manawatū a range of strategies across all of Council’s functions will need to be employed in an integrated way.”

3.2 The six key priority areas from the Housing Programme Establishment Report are:

• Priority Area 1: Establishing a district wide Urban Development Framework

• Priority Area 2: Investigate ways to encourage medium density development

• Priority Area 3: Identify partnership opportunities

• Priority Area 4: Identify mechanisms to supporting papakāinga housing

• Priority Area 5: Investigate ways to increase the supply and quality of public housing

• Priority Area 6: Incorporate a wellbeing approach to the development of a housing programme

3.3 The Housing Programme Establishment Report will be incorporated into the Council Housing Strategy.

164 3.4 The compressed project schedule and the focus within New Zealand on Housing as a key issue means that the Council Housing Strategy will require monitoring and review on a regular basis.

4 Operational Implications

4.1 There are no operational implications associated with this report.

5 Financial implications

5.1 Existing activities related to a Housing Strategy have already been included in budgets.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this report.

7 Delegations

7.1 The Council has delegation to consider this report.

8 Consultation

8.1 Due to the compressed project schedule, there was a limited and targeted stakeholder engagement process delivered through a combination of face to face and remote meetings. Eighteen stakeholder engagements were held.

8.2 The Manawatū Community Trust as our Council Controlled Organisation is a key stakeholder for a Housing Strategy. There will be ongoing engagement with the Trust as the Housing Strategy is further developed and implemented.

9 Cultural Considerations

9.1 The Housing Programme Establishment Report proposes “Priority Area 4” that will require engagement with Iwi/Maori.

10 Conclusion

10.1 The Housing Programme Establishment Report is presented to Council for endorsement to be incorporated into a Council Housing Strategy.

11 Attachments

• Housing Programme Establishment Report

165 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 02 December 2020

Youth Action Plan

Purpose

The purpose of this report is to present to Council for adoption the Youth Action Plan.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council adopts the Youth Action Plan with the plan to come into effect from 18 December 2020.

Report prepared by: Michael Hawker Project Delivery Manager

Approved for submission by: Brent Limmer General Manager - Community and Strategy

166 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

    

2 Background

2.1 Manawatū District Council (MDC) adopted its first Community Development Strategy in September 2019.

2.2 Two actions in the strategy specifically related to youth.

• Develop a local action plan for youth that links to national strategies.

• Formalise Manawatū Youth Ambassadors as a Community of Interest within the Community Committee Policy.

2.3 On 3 September 2020 Council resolved

• That the Council establishes the Manawatū Youth Council and adopts the following:

• Manawatū Youth Council – Terms of Reference, with inclusion of details for the Youth Council to be elected by a selection panel appointed by the Council

• Manawatū Youth Council – Code of Conduct

• Manawatū Youth Council – Role Descriptions

• That the Council notes that the establishment of the Manawatū Youth Council would overtake the action set out in the Community Development Strategy to “Formalise Manawatū Youth Ambassadors as a Community of Interest within the Community Committee Policy”.

2.4 On 17 September 2020 Council resolved:

• That the Council approve a request of unbudgeted expenditure of up to $40,000 for a fixed-term contract until 30 June 2021 to establish a Community Development role to support the Youth Council and implementation of actions arising from the Youth Action Plan.

2.5 MDC has the following current situation for youth:

• MDC has not previously had a Youth Action Plan.

167 • MDC has seconded a Youth Support Adviser for up to 15 hours per week until 30 June 2021.

• MDC has budgeted for a full time Youth Support Adviser commencing from 1 July 2022.

• MDC has a Youth Council with an annual budget of $3,000.

• MDC allocates $11,000 per annum for funding Youth Initiatives.

• MDC is a member of the Mayor’s Taskforce for Jobs.

• MDC provides services and facilities for youth through its Aquatic Centre (MAC), Library and other community facilities, e.g. skate park.

• MDC has a Council Controlled Organisation called Manawatū District Youth Development and Wellbeing Trust. Its key purpose is to fundraise for Youth initiatives.

• MDC has a Youth Focus Group which is an agency based forum for information sharing.

• MDC has a Community Development Committee with oversight of the Community Development Strategy.

2.6 MDC engaged Sonia Griffin and Tyson Schmidt from Third Bearing Ltd to facilitate the process of developing the Youth Action Plan.

3 Discussion and Options considered

3.1 The Youth Action Plan is attached for the consideration of Council to adopt.

3.2 In developing the Youth Action Plan, the relevant strategies and plans of national organisations such as the Ministry of Youth Development and Ministry of Health were reviewed. There was also a review of how several other local authorities approached youth engagement and development.

3.3 However, the core approach for the Youth Action Plan was one of co-design with youth. This means more than just hearing the voice of youth, but also involving them in the planning, analysis and development of the action plan. This is to make sure that this was not a plan developed solely by non-youth. Youth, especially the Manawatū Youth Council, helped by:

• Designing the engagement with youth, including messaging and where it should take place.

• Worked alongside Third Bearing when doing the engagement, talking to their peers.

• Were part of the analysis workshops, sharing their ideas with Councillors and representatives from other groups.

• Helped write the goals, objectives and actions, and the presentation of these to Council.

3.4 Members of the Manawatū Youth Council will be involved in the presentation of the Youth Action Plan.

168 4 Operational Implications

4.1 Development and delivery of a detailed implementation plan is a consequence of adopting the Youth Action Plan.

5 Financial implications

5.1 The Council has made budgetary provision listed in the background section of this report.

6 Statutory Requirements

6.1 There are no statutory requirements associated with this report.

7 Delegations

7.1 The Council has the delegation to consider this report.

8 Consultation

8.1 The development of the Youth Action Plan was developed with the following consultation process:

• A series of investigative workshops and static feedback stations allowed input from nearly 200 youth to be obtained.

• Additional analysis and input was provided through two stakeholder workshops which mixed Councillors, organisations and groups involved in youth services, and youth themselves.

• Members of the Manawatū Youth Council were involved in examining specific issues and developing up the goals, objectives and actions.

9 Cultural Considerations

9.1 The Youth Action Plan proposes a number of actions that will require engagement with Iwi/Maori and other cultural groups.

10 Conclusion

10.1 The Youth Action Plan is presented to Council for adoption.

11 Attachments

• Youth Action Plan

169 MDC Youth Action Plan DRAFT

Draft Manawatū District Council Youth Action Plan

Welcome To be completed as part of final draft

Introduction This Youth Action Plan responds to the key needs of youth aged between 12-24 years of age who live, study, work and play in the Manawatū. It provided a chance to explore opportunities and issues that affect youth, helping to give direction to Council’s development of policies, plans and projects that will impact young people. Our approach was to create an Action Plan that is owned and endorsed by youth. This involved going beyond just having youth provide their views, but also getting them engaged in shaping and delivering the work that underpins this Action Plan. Appendix 1 provides an overview of the work undertaken to develop the Action Plan.

Who are our youth? A fuller set of statistics on our youth is provided in Appendix 2, Some of the highlights include: 1 • 15 to 24-year olds make up just over 11% of the Manawatū population (nearly 16% for Māori youth). • 45% of youth live rurally, although Māori youth are more likely to live in Feilding (64% of Māori youth). • Nearly 50% of youth in Manawatū do not go on to enrol in tertiary education (higher than 40% nationally). • Māori youth are more likely to achieve a Level 3 or above qualification (44%) than nationally (36%). • Both Māori and non-Māori between the ages of 15 and 29 earn more in Manawatū than the national average. • It is almost twice as likely that rural youth will have a ‘manager’ role. • Unemployment rates for youth aged between 20 and 24 years old are slightly higher than nationally (12.8% compared to 11.5%), but unemployment for Māori youth is lower than nationally (20% compared to 25%).

1 Information from Stats NZ is in age bands of 10-14 years, 15-19 years and 20-24 years. For this Action Plan we have used the statistics from the 15-19 years and 20-24 years age bands where relevant.

1

170 MDC Youth Action Plan DRAFT

What we aim to achieve with this Action Plan The vision for this Youth Action Plan is “A vibrant, inclusive, unified community that youth contribute to and are proud of.” Council has identified three priority goals for this Action Plan that contribute to achieving this vision. These were developed with input from youth and with the assistance of the Manawatū Youth Council: Goal 1: We belong in our communities

All youth are heard, valued and supported in the community with opportunities to be involved in Manawatū’s future

Goal 2: We are happy and safe in our communities Youth are given the tools and guidance to sustain their wellbeing including their physical and mental health

Goal 3: We are given equal opportunities to learn and develop Empowering youth to make informed choices

What do youth currently value most about the Manawatū? Two things stood out when we asked youth what they value the most about the Manawatū right now: • Community – youth valued the people around them every day, from their friends and families through to the wider community that they are part of. The friendliness of the Manawatū and its relative safety and cleanliness meant youth found it an easy place to live in. • Spaces and places – outdoor activities rated highly with youth, with access to the skatepark, beaches, Makino pool and the Ōroua river all valued highly. Manawatū’s rural environment was prized for its scenery and the recreation opportunities it provided.

Where are we now? One of the main ways Council engages and supports youth is through the Manawatū Youth Council (formerly Manawatū Youth Ambassadors). The Manawatū Youth Council works on initiatives for youth in the community, helping ensure rangatahi voices and perspectives are listened to, valued, and embedded in Council decision making (a key focus area of the Ministry of Youth Development’s Youth Plan 2020-2022). Some of the initiatives undertaken by the Manawatū Youth Council include: • Manawatū Young Achievers Awards - acknowledging the effort and success demonstrated by our youth. • Feilding Colour Run - a free event aiming to encourage physical activity in our community. • Designing the new Feilding Skate Park – opened in July 2020. • Designing and assisting with the building of the Feilding pump track. • Submissions to the Council on the Annual Plan as appropriate. A number of Council services are heavily used by youth in our District – this includes our parks and reserves, the library, and the Makino Aquatic Centre (MAC). As key users, the views of youth are an important consideration in the delivery of these services. Both the MAC and library run programmes and events for youth, including junior lifeguards, holiday programmes, clubs and competitions for

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171 MDC Youth Action Plan DRAFT youth. Council also actively supports programmes such as the Cactus challenge,2 an eight-week programme that helps youth build leadership and physical skills. Council’s Community Development Fund, Events Fund, and Representative Fund are also available for youth-related activities – the Representative Fund, for example, is available for youth to apply for support when representing Manawatū in national and international sporting events.

2 Cactus is an acronym for Combined Adolescent Challenge Training Unit Support.

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What do youth want to see in the future? We asked youth what it would take to make the Manawatū the best place for youth in the future, with a particular focus on services, activities, and places. We then explored what the drivers behind these responses were.

Focus Top responses Drivers Mental health Mental health was seen as an issue for two main reasons: Uber Eats • Difficulty in accessing information to obtain help. Career support • Accessing the help they need. The wider issue of transport for youth was the driver behind Uber Eats being raised. Until youth have their licence, the find the District difficult to get around. Mobility around the town needed creative solutions. Services All youth discussed the lack of career support, and there were two key areas where they felt they needed the most support: • Pathway planning (career planning, subject selection). • Work-ready skills (including access to assistance for CV creation, interview skills).

Sports events Youth thought there were plenty of main-stream sports provided Community events and they wanted to see more diverse events such as dodgeball, BMX, boxing, paintball, skateboard comps and swimming. There Concerts was a need for more non-competitive and just “fun” events The success of a recent cultural event at the high school was seen as a model for what wider community events could do. With the Activities loss of the longstanding wearable arts event, EVENTO, there was a gap in art events in the Manawatū. Rather than big events, youth preferred having smaller events and more frequently. Sports centre The need for a sports centre was raised due to the difficulty of Youth-friendly getting around the District and youth wanted facilities centred spaces close to one another. They wanted to participate in multiple activities, but the distance between them made this difficult. Skatepark (another one) Youth friendly spaces encompassed two main ideas: • A YOSS3-type service that focuses on youth health issues. • Multiple spots for youth to ‘hang out’ that offer shelter Places and WIFI (such as at the skatepark or sports fields), rather than a dedicated single ‘youth space’. The success of the recently completed skatepark meant youth wanted to see another one of these (or to have it expanded). This showed how well youth respond that are designed and have input from youth, for youth.

3 YOSS are a Youth One Stop Shop that offers free information, support, advocacy, counselling, health services, preparation or life skills programmes and holiday programmes. Primarily based in Palmerston North with some services available in Horowhenua.

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Quotes from engagement “We are not allowed to access some services in Palmerston North because we are from Feilding” “The sports grounds are so spread out and we have to carry our gear around” “I want to see more non-competitive events, we just want to have fun” “There’s heaps of mainstream sports. I want to see other stuff” “Only Gateway students get help with job skills at school but those of us going to Uni will have part- time jobs too” “A lot of people don’t want to go through a load of people to get the help they need”

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Objectives Based on what youth told us they want to see in the future, we co-designed a set of objectives for each of the goals. These provide a longer-term focus for the individual actions that have been identified – think of them as what success looks like if the actions are achieved.

Goal 1: We belong in our communities All youth are heard, valued and supported in the community with opportunities to be involved in Manawatū’s future

Youth contribute to Manawatū’s creativity, vibrancy and sense of community Youth are able to access spaces and places for education, work and leisure Opportunities exist for youth to be involved in decision-making and to develop responses Objectives to matters of importance to them

Goal 2: We are happy and safe in our communities Youth are given the tools and guidance to sustain their wellbeing including their physical and mental health

Youth have the resources to identify and access health services relevant to them

A range of places and spaces are accessible to youth that meet their physical and social

Objectives needs

Goal 3: We are given equal opportunities to learn and develop Empowering youth to make informed choices

Youth have relevant information about careers, training opportunities and further education when they need it A range of volunteering or fundraising opportunities are available which enable youth to Objectives ‘give back to the community’ and develop skills

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Actions for 2021-2024 As well as continuing the things Council already does with youth, between 2021 and 2024 Council will undertake a number of actions in support of the identified objectives.

We belong in our communities • Provide a range of sporting and community events that reflects the diversity and vibrancy of the Manawatū, with a focus on fun, social and participation-based events. • Ensure the LGBQT+ community feel supported and included within their community, places they learn, study, work and play. • Identify transport solutions that more effectively meet the needs of youth in the urban areas and within the outlying rural areas. • Increase participation by groups under-represented in community programmes, services and facility usage (e.g. Māori and Pasifika youth, those with disabilities and the rainbow community). • Ensure an effective representation and communication platform between youth and Council continues to exist and provides the means to make effective contributions on relevant topics and issues. We are happy and safe in our communities • Increase the availability of youth-specific health services (either introducing new services or extending existing ones). • Investigate having a youth-specific space for the delivery of health and wider youth services. • Create Manawatū-relevant resources that help youth access the health services they need. • Look to centralise sporting and recreational activities as a way to make it easier for youth to engage and participate. • Ensure any new Council facilities and updates to existing facilities are youth-friendly (e.g. Wi- Fi is available, provide space to hang-out when waiting for transport). We are given equal opportunities to learn and develop • Ensure locally-delivered support is available to get youth into education, employment and/or training. • All youth leaving school will have a career plan to identify further education, training or employment. • Make opportunities available for youth to engage with local businesses and help to them grow their own business ideas. • Develop opportunities for youth to volunteer in the community to develop their skills and to provide assistance to local individuals, groups and initiatives.

Partnerships and the efforts of other organisations and groups will be important for delivering on a number of these actions. In many cases Council will take an advocacy and supporting role, rather than directly delivering on the actions due to the issues not being within Council’s control. Our primary partnership will continue to be with the Manawatū Youth Council. We are also committed to continuing to engage with the other organisations and agencies – such as health providers and sports groups – to not only deliver on these actions but also periodically review and improve them. A full listing of the actions is provided in Appendix 3.

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Appendix 1 How did this strategy get developed? Council adopted its Community Development Strategy in 2019. This strategy focuses on strengthening our social and cultural wellbeing using the Te Whare Tapa Whā framework which seeks to balance physical, mental, social and spiritual wellbeing. One of the actions in this strategy is to develop a local action plan for youth that links to national strategies. In developing the Youth Action Plan we considered the relevant strategies and plans of national organisations such as the Ministry of Youth Development and Ministry of Health, and also looked at how several other local authorities approached youth engagement and development. While we took notice of these other plans and strategies, the core approach to our Youth Action Plan was one of co-design with youth. This means more than just hearing the voice of youth, but also involving them in the planning, analysis and development of the action plan. We wanted to make sure this was not a plan developed solely by non-youth. Youth, especially the Manawatū Youth Council, helped us by: • Designing the engagement with youth, including messaging and where it should take place. • Worked alongside us when doing the engagement, talking to their peers. • Were part of the analysis workshops, sharing their ideas with Councillors and representatives from other groups. • Helped write the goals, objectives and actions, and the presentation of these to Council.

Methods We employed two main methods to gather the views of youth: • Investigative workshops – these were designed to allow for the free-flow of information from youth with little prompt or direction from our team. The goal was to obtain high level answers that could be used to formulate targeted workshops later in the project. Youth were asked to view the questions and add answers by using the provided post-it notes and pens. Our high school workshop was further broken down into approximate ages by using a different coloured post-it note in relation to their year-group. Wider youth engagement occurred at key places in Feilding and also Himatangi (helping ensure a spread of ages and location). • Static feedback stations – these were placed in the Makino Aquatic Centre and Manawatū District Library for one week and were similar to the investigative workshops with participants able to enter feedback with no engagement from our team. This also meant the ages of those responding was not known. We had good success from the feedback station in the Makino Aquatic Centre as it was placed in a highly-visible and high-traffic area with good staff oversight. The Manawatū District Library feedback station was less successful due to being in a less-visible location. The investigative workshops and static feedback stations meant we were able to obtain input from nearly 200 youth. We presented youth initially with four main questions: • Right now…what do you value most about the Manawatū? o This was designed to encourage youth to share what they value about the Manawatū currently. It served as an icebreaker and also served to get them thinking in a more aspirational mode. It was a free-response question, with no prompting in terms of area of focus. • In the future…to make the Manawatū the best place for youth: What actions? What services? What spaces?

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o These questions were designed to get youth to share their vision for the future. We shaped their responses in terms of focusing them on: . Actions – what activities did youth want to see happening in Manawatū? . Services – what support would they like to see available? . Spaces – what spaces and places did they want to see available for youth? An important part of the information gathering was to avoid a deficit-based approach. Our questions were not about identifying what was wrong or missing – youth were free to identify issues and contribute feedback as many times as they wanted. Additional analysis and input was provided through two stakeholder workshops which mixed Councillors, organisations and groups involved in youth services, and youth themselves. We also worked with members of the Manawatū Youth Council to examine specific issues and develop up the goals, objectives and actions.

RIGHT NOW… IN THE FUTURE… To make Manawatū the best place for youth: What do you value most about the Manawatū? What actions? What services? What spaces?

"I would like to see these "I would like to see this "I want to see these places activities happening…" support available…" available for youth…"

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Appendix 2 A statistical view of youth in the Manawatū Information obtained from Stats NZ is in age bands of 10-14 years, 15-19 years and 20-24 years. For this Action Plan we have used the statistics from the 15-19 years and 20-24 year age bands.

Population • 15-24-year-olds make up 11.1% of the Manawatū District’s population. This is slightly lower the national figure of 13.2%. • 15-24-year-olds make up 15.5% of the Manawatū District’s Māori population. This is slightly lower the national figure of 17.3%. Where do we live • 45.5% of 15-24-year-olds are rural, 54.5% are urban. • 35.7% of Māori 15-24-year-olds are rural, 64.3% are urban. Schooling • 21% achieved Bachelor and above. This is lower than the national figure of 31.9%. • 49.7% did not enrol in tertiary education. This is higher than the national figure of 40.3%. • 46.2% of school leavers achieved Level 3 or above. This is less than the national figure of 53.4%. • 43.9% of Māori school leavers achieved Level 3 or above. This is much better than the national figure for Māori of 35.6%. Employment • Within the age band of 15-24 years from the 2018 census, European and Māori are earning slightly more than the National median:

European Māori Pacific

National $18,800 $15,000 $13,500

Manawatū District $20,800 $16,800 $12,600

Occupation • The common occupation for employed 15-24 year-olds in the Manawatū District was “Labourer”, making up 26.7%. Nationally, Labourers make up only 19.6% of employed 15-24 year-olds. • “Sales Worker” was only 13.1%, whereas nationally that is the most common occupation at 19.9% (just beating Labourer). • It is almost twice as likely that rural youth will have a “Manager” role. • A significantly higher number of urban youth are sales workers.

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From the 2018 census (in the 15-24 year age band): Manawatū Manawatū Manawatū Occupation National District District Urban District Rural

Managers 7.9% 10.9% 7.8% 14.9%

Professionals 11.6% 8.1% 8.1% 8.6%

Technicians and 12.1% 14.2% 13.6% 14.9% Trades Workers Community and Personal Service 15.6% 14.8% 14.5% 14.9% Workers Clerical and Administrative 8.0% 5.6% 6.1% 5.0% Workers Sales Workers 19.9% 13.1% 16.2% 10.3% Machinery Operators and 5.1% 6.6% 6.7% 7.0% Drivers

Labourers 19.6% 26.7% 27.0% 25.2%

Unemployment/Benefits • Unemployment rates for 20-24 year-olds is 12.8%, slightly higher than the national figure of 11.5%. • For 20-24-year-old Māori the unemployment rate is 20.0%, significantly higher than the overall figure, but also significantly lower than the national figure of 25.2%. Sole Parent Population Age Group No Income Jobseeker Support Support 15-19 38.1% 4.4% 1.8% National 20-24 4.8% 11.5% 3.1% 15-19 37.5% 9.3% 1.3% National Māori 20-24 3.1% 25.2% 5.1% 15-19 38.1% 4.7% 0.8% Manawatū 20-24 2.0% 12.8% 2.8% 15-19 41.2% 8.1% 0.7% Manawatū Māori 20-24 1.8% 20.0% 3.6%

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Appendix 3 Goals, objectives and actions for Manawatū District Council Youth Action Plan

Goals Objectives Actions Council's role Examples of groups to be involved MYC, MDC, Iwi, Sport Manawatū, Provide a range of sporting and community events that reflects the diversity and Deliver directly & work with Feilding and District Promotion, vibrancy of the Manawatū, with a focus on fun, social and participation-based events others to deliver Youth contribute to Manawatū's creativity, vibrancy and sense of Community Groups, Schools community Ensure the LGBQT+ community feel supported and included within their community, Community Groups, MDC, Schools, Advocate & support places they learn, study, work and play MYC All youth are heard, valued and Identify transport solutions that more effectively meet the needs of youth in the MDC, NZTA, Horizons, MYC, supported in the community Lead & advocate main urban areas and outlying rural areas Community Groups with opportunities to be Youth are able to access spaces and places for education, work involved in Manawatū’s future Increase participation by groups under-represented in community programmes, and leisure Iwi, Community Groups, MDC, services and facility usage (eg. Māori and Pacifika youth, those with disabilities and Lead & advocate Schools, MYC the rainbow community)

Opportunities exist for youth to be involved in decision-making Ensure an effective representation and communication platform between youth and Support MYC to lead MYC, MDC, Community Groups and to develop responses to matters of importance to them Council continues to exist and effectively contributes on relevant topics and issues

Increase the availability of youth-specific health services (either introducing new Health agencies, MDC, Iwi, MYC, Advocate services or extending existing ones) Community Groups

Youth have the resources to identify and access youth-specific Investigate having a youth-specific space for the delivery of health and wider youth Lead MDC, Health agencies, MYC health services Youth are given the tools and services guidance to sustain their Create Manawatū-relevant resources that help youth access the health services they Health agencies, MDC, MYC, Advocate wellbeing including their need Community Groups physical and mental health Look to centralise sporting and recreational activities as a way to make it easier for Influence through policies MDC, Community Groups, MYC Youth have access to a range of places and spaces that meet their youth to engage and participate & plans physical and social needs Ensure any new Council facilities and updates to existing ones are youth-friendly Influence through policies MDC, Community Groups, MYC (e.g. Wi-Fi is available, provide space to hang-out when waiting for transport) & plans Ensure locally-delivered support is available to get youth into education, Schools, Talent Central, Advocate employment and/or training Businesses, MDC All youth leaving school will have a career plan to identify further education, training Schools, Talent Central, Youth have relevant information about careers, training Advocate opportunities and further education when they need it or employment Businesses, MDC Empowering youth to make Schools, Talent Central, Feilding Make opportunities available for youth to engage with local businesses and help to informed choices Lead & advocate and District Promotions, grow their own business ideas Businesses, MDC A range of volunteering or fundraising opportunities are available Develop opportunities for youth to volunteer in the community to develop their Community Groups, Iwi, MDC, which enable youth to ‘give back to the community’ and develop Lead & advocate skills and to provide assistance to local individuals, groups and initiatives. MYC skills

Acronyms: MDC Manawatū District Council MYC Manawatū Youth Council LGBQT+ Lesbian, gay, bisexual, queer, transgender. The plus represents - questioning, intersex, and asexual people. NZTA New Zealand Transport Authority

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183 Council

Meeting of 17 December 2020

Business Unit: Community and Strategy Date Created: 3 December 2020

Manawatū Youth Council and Community Committee Minutes - October 2020

Purpose

To present minutes from recent meetings of the Manawatū Youth Council and Community Committees for information.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

That the Council receives the minutes of the Community Committees and the Manawatū Youth Council meetings.

Report prepared by: Allie Dunn Governance Team Leader

Approved for submission by: Brent Limmer General Manager - Community and Strategy

1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector. 

184 2 Background

2.1 Under the Council’s Community Committees Policy, a number of Community Committees were established as advisory bodies in their communities to assist the Council in its responsibilities to that community.

2.2 The Community Committees are an informal link between the Council and the community whereby an exchange of information, opinions, proposals, recommendations and decisions can take place. Community Committees are empowered to present comprehensive submissions to Council’s Long Term Plans and Annual Plans.

2.3 The Manawatū Youth Council was recently formed to replace the Manawatū District Youth Ambassadors initiative that was founded in 2012.

2.4 The purpose of the Youth Council is to:

• Strengthen engagement between Manawatū District Council and young people and build young people’s knowledge of Community, Council and Central Government processes to enable them to participate in community decision-making processes.

• Assist and advise the Manawatū District Council on how it can be: a District full of opportunities that empower young people; a District that inspires young people; and a District that uses meaningful engagement to gain insight into the needs of young people.

• Develop the skills and capabilities of its members as leaders within our community.

• Encourage youth participation in civic affairs and provide a youth perspective into District issues, policies and future planning.

• Create tangible positive outcomes for our youth and wider community.

2.5 A Liaison Councillor is appointed to each Community Committee, and to the Manawatū Youth Council. The role of the Liaison Councillor is to assist with advice on Council processes, and to provide updates on matters of interest.

3 Discussion and Options considered

3.1 Each active Community Committee has a Terms of Reference which includes how often the committee meets and its administrative procedures.

3.2 The Community Committees provide a copy of the minutes of their meetings to Council for information.

3.3 As part of their close working relationship with the Council, the minutes of Manawatū Youth Council meetings are provided for information.

4 Operational Implications

4.1 There are no capital / operating expenditure implications or maintenance costs associated with this report.

5 Financial implications

5.1 There are no financial implications associated with this matter.

185 6 Statutory Requirements

6.1 There are no statutory requirements associated with this matter.

7 Delegations

7.1 The Council has authority to consider this matter.

8 Consultation

8.1 There are no community consultation requirements associated with this report.

9 Cultural Considerations

9.1 There are no cultural considerations associated with this report.

10 Conclusion

10.1 Each Community Committee provides the Council with a copy of the minutes of their meetings. The minutes received recently are appended for Council information and receipt.

11 Attachments • Minutes from recent Manawatū Youth Council and Community Committee meetings

186 MANAWATU DISTRICT YOUTH COUNCIL

MEETING MINUTES

2 NOVEMBER 2020

Meeting commenced: 6:00pm

Present:

- Nine youth council members - Heather Gee-Taylor - Barbara Bowling - Eric Schuster - Shane Casey - Tyler – Third Bearing

Apologies:

- None

Meeting Notes:

1. MDC Community Development Strategy - Key concepts: o Youth inspired by youth o Education o Development o Community pride o Environment o Wellbeing o Educated and engaged

2. Selecting Youth Council for 2021 - Quite a few applications – in honor of privacy: - Harrison: “motion that the youth council chair and deputy chair-person sit on the Youth Council appointment panel for 2021” - Kate: seconded

3. Christmas Get Together - 7th December - One DF & one GF

187 - Sarah to organise catering from Jimal - Timona park

4. Shane: Monthly Update - Senior action plan underway - Richard Templar to resign - Plan change 65 – Shane as commissioner - 10year plan – indicative rate rise

5. Youth in Sport - Zoe: discussed our experience in sport - Sport Manawatu - Met someone on Palmerston North Youth Council – promotion through Instagram - Marketing and sports events – creating new ones to cater for other communities - Is it worth approaching Sport Manawatu for colour run sponsorship?

6. Christmas Parade - Sunday 13th December - Set up small mini game? - Support Feilding promotions - New youth councilors o Traffic control o Running of small mini game for children

NEXT MEETING TO BE HELD ON ZOOM, MONDAY 16TH NOVEMBER @ 7:00PM

Meeting adjourned: 6:45pm

188 Pohangina Valley Community Committee Minutes

Pohangina Community Committee Meeting 1st October 2020 at 7.30pm Via Zoom

Present: L Besley, M Nettle, C Knight, Cr. P Marsh, A Walcroft, S Francis, J-A Bolton, Y Forlong, J Hawthorn, Mayor H. Worboys, J Coleman, J Graham, D O’regan, T Balmer, S Parker

1.0 Procedural Matters Action

1.1 Apologies M Pratt J-A Bolton/Y Forlong Carried 1.2 Correspondence • 14 Aug, 1 & 11 Sept: Stacey Eagle M Nettle/Y Forlong Re 10-year funding online and Carried verbal application process

• 9 Sept: Jeff Graham, Emergency Management Officer. See 2.2 1.3 Confirmation That the minutes of the previous meeting held on L Besley/ A Walcroft Previous 6th August 2020 be accepted as a true and accurate Minutes record.

1.4 Matters Arising Covered in Agenda items

2.0 Items for Approval/Information

2.1 Finance Report No change to the PVCC balance sheet excepting Y Forlong/A Walcroft - that $500 of the Community COVID fund has Carried been used and $500 remains. - $3512 excl. GST has been used thus far for the PRR new cattleyards. This is the updated amount

2.11 Signage Project Daniel is still working through this process and it has proved difficult getting in touch with all parties. . Most parties to the project have agreed and the completion will require someone to erect the signs. 2.14 Pohangina Recently the Council has proposed a review of all Hall Committee council owned community buildings. Craig Knight attended the meeting to contribute his consideration that the Pohangina Hall is vital to the community. This seemed the consensus of opinion of local attendees and residents. The hall is Emergency Disaster Centre and Voting Station amongst other uses.

Questions raised around criteria for hall retention. MNettle/A L Besley asked m Nettle and A McLachlin to liase McLachlin 189 with MDC re community data re the Hall and Library. Mayor Worboys Mayor Worboys to follow up re communication with council from the Hall Committee.

The income from the Hall has not covered the insurance. Cr Marsh offered some suggestions as to how this could be rectified. J Hawthorn suggested submitting an application for funding to MDC contents insurance.

The Hall committee needs new members as there is only a few remaining. M Nettle expressed interest in joining.

Some further discussion was had regarding the fence around the hall and its advantages and disadvantages. No decision reached.

2.2 Emergency Jeff Graham attended the meeting to present Management Emergency Centre Guide. He showed photos of the kit and its contents. There will be 2 kits distributed to the community which will be stored securely at HHCC and County Fayre.

Jeff has offered 2 hour training on the kits which would work as a ‘dumby run’. Red Cross is interested in running emergency psychology training as well.

We need to advise Jeff when we would like training to be.

Jeff introduced Trish From Neighbourhood Support. She would like to update the community list specifically around emergency related special skills of residents, special equipment located in the area and any health requirements of locals.

She would like to compile a list with 2 main points of contact for maintaining updated information.

2.3 Raumai Reserve See Cr Marsh report. .

2.4 Pohangina Work and sponsorship progressing well. Recreation Reserve A working bee was held on Saturday 29 August at 8.30 am. It was supported by 30 locals and Pohangina Lions Club members. Leafland’s Manager Ben Currie agreed to be a sponsor of the project by charging half price for prime plants saving $660. There were about 30 deciduous trees planted around the perimeter of the oval with teams of 3-4 working together to

build protective tree surrounds, plant, fertilise & mulch. Another team planted 50 natives in the

newly fenced area around 190one of the kahikatea stands. Others painted recycled pickets supplied by Council. This job has been continued by the Eastman Rovers Crew and at 400 + pickets is nearing completion. There will be another working bee in the next few weeks.

M Nettle asked a sign be placed at the PRR to show it is also the carpark for the Branch Road Walkway.

2.5 Pohangina Wetlands D O’regan provided an update. Waiting on signoff Development from Council and neighbours for tree removal and new carpark. Recommendation that $2400 of Community Committee funds be used for this part of the development. 2.6 PVCC Newsletter Julie Ann Bolton published another superb newsletter on 14 August. She is now canvassing for articles for the October digital edition.

2.7 Community Plan Cr Marsh congratulated L Besley and A Walcroft on their presentations on behalf of the Pohangina Recreation Reserve and the Pohangina Pool. 10 year plan still in draft stage. Mayor Worboys advised that there is a review of community facilities – particularly halls. There is an opportunity to attend the Zoom Council meeting on the 12th October. A Walcroft Date for submissions for 10 year plan due for release. Mayor Worboys noted that the Manawatu is operating extremely well Post-COVID. L Besley commented on the efficiency of the process for submissions for the 10 year plan. Cr. Marsh agreed. Discussion around connectivity and Cr Marsh suggested that the connectivity information be put in the newsletter again. 2.8 Pohangina Pool A Walcroft reported that the pool is still leaking after the last repairs were undertaken. Leakage has been historically related to the surface of the pool but there could be other reasons. MDC to Cr. Marsh cover repairs but require assessment before any commitment is made.

Cr. Marsh clarified that $10,000 available for changing shed repairs and leakage and also advised there is a council team that could investigate the leakage.

Changing shed repairs nearly completed. Preparation and painting now required. A Walcroft will prompt a changing shed working bee.

191 3.0 Other Business Note Cr. P Marsh advised that when ringing Council with job request ask for a Job Number and then this number should be recorded in the Minutes.

Public toilet signs completed – photo provided by M Nettle

Culling River Access – MDC continue to mow walkway. Keys for main gate at MDC and Greg and Judy Martins property (adjacent to the walkway)

3.1 MDC Report Cr P Marsh report –

Further updates via Matt Bayliss • Rec Services will install additional rubbish bins at Raumai Reserve for the summer months. • The large entrance sign is repeatedly pushed/pulled over by undesirable users of the reserve with their vehicles. We have put through a request to Rec Services to straighten it up and make the foundation stronger. • Pool – The first year of the current LTP we did some repairs to the pool gate and provided paint to the community for the changing rooms. This year we have 10k in the budget to replace rotten weatherboards on the old school building. Some of this could possibly be allocated to pool changing room repairs. If the community are able to undertake some of the repair work themselves then we could look at providing some required materials. Other than those options there is not any other budget that is allocated to that work in this financial year. • Public toilet sign on corner of Finnis Road, in contact with roading to arrange ASAP.

Finally, if the committee could indicate some dates and times for a site meeting, we can discuss the wetlands along with any other queries they might have.

3.1 Walking/Cycle Track Update in near future. Proposal

192 3.2 TotaraAdvisory Last meeting held 21st February Group

Meeting Closed 9. 20pm

rd Next Meeting To be held at County Fayre Thursday 3 December 2020 at 7.30pm

193

MINUTES OF THE HALCOMBE COMMUNITY DEVELOPMENT GROUP Monday 5th October 2020 7pm @ Halcombe Tavern PRESENT: Jeannette Henderson (Chair), Vicki Powell, Richard Bain, Maureen Lambert, Annie O’Fee, Cr Stuart Campbell, Alison Short, Andrew Quarrie and Mike Linton (Rural Community Police - Feilding)

1.1 Apologies: Barb Davies, Paul Hughes, Peter Beck, Alex Short, Rachel Lane

(Moved: Maureen Seconded: Vicki) 1.2 Correspondence • Cemetery submission at MDC – done 1 Oct • Civil Defence/Neighbourhood support – not attending • Mysterious trees sorted • Manawatu Rural Support Workshop – Enduring Power of Attorney – Apiti Hall 10 Nov sent out by FB • Cell tower – letter sent to residents / announcement made / go it can’t be green • HCDG funds at MDC – discuss later in meeting or at another meeting • Rt Hon Jacinda Ardern – Waitangi Day 2021 fund • Safer routes to school – email from MDC • Communities Facilities Strategy – comments by 16 October Strategy Framework / Complexes / Library / Arts & Culture / Community Halls / Social Services / Public Conveniences • Play Centre AGM notice – 18 Oct at 10am • Halcombe School (Mrs Faulkner) Room 5 visit – any jobs we want doing? • Water Scheme meeting, notice required – 12 Nov 2020 at 6.30-8.30 Hall Correspondence • Mark Evans – Moa Harriers • Grant Joule / Tracy MDC: Invoice and MDC covering CET grant payment • James Adamson MDC: replacement of rotten boards and flashing on parapet • Maria Barnes confirmation of hall hire 10th Oct.

(Moved: Jeannette Seconded: Maureen) Actions required from Correspondence: 1.3 Confirmation of previous minutes: That the minutes from the previous meeting held on 7th September be accepted as a true and correct record. (Moved: Vicki Seconded: Maureen) 1.4 Matters Arising from 7th Sept 2020 minutes: Add new residents to the email list. (Rachel). Rachel still to do. Finance Policy needs to be captured in one document rather than being only Still to do. found in historical minutes. (Rachel) Welcome packs actions. See note in body of the minutes. Image of stone carving for George and Avril passed around. All agreed to purchase the image Purchase approved submitted at $110.00 194 Motion: Vicki / Seconded: Annie Rachel to do up a map to try and get a more co-ordinated Neighbourhood See note in body of the minutes. Support network going in Halcombe. Stuart Campbell will chase up on the pine trees behind the tennis court as Cr Campbell has asked for a report they are causing a hazard. and will forward once he gets this. Library spend Wait until we have seen the plans before commenting.

2.0 FINANCIAL BUSINESS

2.1 Financial Report That the Financial Report showing an overall total balance of $12,677.41 as at 30th September 2020 be accepted. See attached Financial report for payments made and received in Sept (Moved: Jeannette Seconded: Richie) 2.2 Invoices for approval Vicki – Wet & Forget & 22 trees bought for walkway – Vicki to send in invoices to Rachel for payment. Repay Vicki the $314.08 owed – Approved: Annie / Maureen 2.3 MDC Project Funding Rachel getting a summary from Janine H. – Discuss at a later meeting Actions required from Financial Business • Finance Policy still to be done and end of year summary (Rachel)

3.0 COUNCIL BUSINESS

Current Consultation Underway: MDC Community Development Strategy – submissions due 16th October 2020 • Recreation Complexes / Libraries / Arts and Cultural Facilities / Community Halls / Social Service Facilities / Public Conveniences • Halcombe will submit on Community Halls Council Report: Stuart Campbell • Halcombe street signs will be replaced if they are hit – see Stacey Eagle’s report • Street Lighting – with Carl J

• LTP – The Cost of Rubbish o Cost to transfer rubbish to landfill = $1m not including transportation o How can we save money/Reduce volume of waste? - Council looking into this. o Commercial recycling helps o A new centre for recycling? o Increase Gov’t levies – encourages recycling $10 per ton o Waste minimisation plan may be brought forward o Bonnie Glen has capacity for quite a while yet. o Open a Centre for the lower Nth Island- Plastic recycling centre 14,000 tons per annum to turn into plastic pellets. o Look into after Elections – Rubbish disposal system / Waste management Plan • Items that may be moved from local gov’t to national gov’t o Drinking water & Wastewater o Local Gov’t will be left with Storm water

4.0 GENERAL BUSINESS

4.1 Focus #1 – Walkway and Domain (Vicki) • Concrete laid and plaque has been purchased for Cynthia’s seat. • Reflectors Pete to report at next meeting • Big Trees – these are also dying

195 4.2 Focus #2 – Hall & Hall kitchen/bar (Maureen) • Rec services replaced rotten boards and flashing on parapet • Added new tank to double water supply. Play Centre taken off

hall water. They now have their own connection • Found a hole in the roof Trev to fix MDC Audit Report • States to replace piles Piles are concrete Weatherboards are straight • Need to look at this report Need to tighten rods • Hall needs ongoing maintenance/Asset mgmt. plan • LTP strategy timeline = 5 – 10 years • Hall needs a new roof Usage Actual Sept = Yoga / Zumba / Gospel Group / Moa Harriers club day Bookings Oct = Moa Harriers / B’day party / Yoga / Zumba / Gospel Group

4.3 Focus #3 – Cenotaph & Recreational Area (Rachel) Historical Info Boards See Maureen’s Full Report • Record info relating to past Halcombe Community • Sources of recorded info – Library / school booklet / Sports & Great ideas and great job. Hall records / Te Papa / Railways / other • Sources of oral history – FaceBook request / local Iwi / Residents growing up in the area • Categories – Farming / Rural / Commerce / Education / Railways • Require 3 to 4 double sided boards at each entrance to the Walkway and 6 – 8 (double sided) near the picnic area • Use sleepers to make the info boards out of / look for other Railway paraphernalia like Carriage wheels (PN old Railway land) Cell tower is 100% signed off so we can get the picnic table cement pads put Need to devise where they should go down. again.

4.3 Subprojects

Roading (Richie) MDC notified sign on corner of Godley / Gilbert blown over Transaction # 60275 Water table on Kimber St just below #74 needs filled with rocks Transaction # 60277 Fly tipping on Monteith Street MDC picked up All road signs along Halcombe Road are too close to the road. Large Council will replace when hit. trucks/Tractors hit them (Mt Biggs Road, Mt Biggs Road/Halcombe Road intersection, Knorp Street).

Community get-togethers ANZAC DAY (Wayne/Richie) No update. Lantern Festival (Jeannette) Approached Halcombe School, was Keep community focused for the time being. asked to contact them again in We do need more helpers especially for the Lantern Festival program. Need to February 2021. approach school NOW so they can work it into their art program for 2021. If School says no, ask FAHS. Move motion: Ask playcentre to do coffee as a fundraiser and invite wider school community to do workshops etc… Unanimously agreed. Halcombe Fun Run series (Rachel) – On hold until the Monteith Street walkway extension is done. 196

Cemetery Land (Darryle) Covered yards and troughs to be put in Oct / Nov IT communication – cell, landline, internet (Rachel) Contract signed should be in by Christmas Entrance/Welcome signs (Richie) Rocks still to be placed.

Welcome to Halcombe packs (Annie) Annie – update on calling all numbers. Lots of people have cell phones rather Put in FB and on email again. than landlines. Advertising in phone book costs. Annie to sort cost of printing (e.g. Streamline, Fisher Print, Girl in Feilding Computers) and then advertising cost can be devised from this. Let’s put a note on FB and email note to see if there are anyone who wants to be Rachel to do. the Welcombe to Halcombe Committee and get the packs sorted. Jeannette – Pub vouchers (still working on them)

Neighbourhood Support / Civil Defence (Alison) • Civil Defence/Neighbourhood Support – Alison Short o Alison brought along a Draft ‘Response and Recovery Plan’ document that she and Jeff have been working on. General and local hazards have been identified and a recovery process documented. Helpful tips and check lists also included. Jeff and Alison plan to complete one of these documents for each community in the Manawatu district. o The team had nothing to add to the document as it was felt quite comprehensive and to the point.

4.5 Other General Business

Water Scheme Next meeting 12 Nov at 6.30pm New sign required Halcombe Community Trust Next meeting 22 Oct at 7pm Halcombe Community Fund New Trustees to sort.

5.0 COMMUNITY COMMUNICATIONS

Facebook (Rachel & Maureen) Website (Kirsten Otter) Road Information signs (Richie) Carpet, stones and plants to go in soon. Community Email (Rachel) School Playcentre (Vicki) AGM Sunday 18th Oct at 10am – please put on FB Halcombe Tavern Fire Brigade (Paul Hughes)

6.0 OTHER ITEMS

Hello Halcombe – Bex Lintott Decorate hall Saturday 7th November $10 per person bring plate of finger food and byo drinks. Dress up as something beginning with the letter ‘H’.

Mike Linton – Rural Community Constable 197 • Report all incidents to the police as well as reporting to FB • Incidents include theft of stock / trailers / tools and gates being deliberately left open.

Meeting Closed: 8.45pm SEE POINTS BELOW MDC ACTION SHEET SUMMARY

MDC Action point Transaction # MDC dept/ Minutes Where and who date the next action sits with.

CBD/Rec Area and Walkway Plans: (For previous points IN PROGRESS Janine April 2019* relating to this Action see April 2020 minutes) Hawthorn

Decision made to put this on ice until the cell phone tower location has been confirmed.

An underpass/overpass option for Halcombe Road: (For STATUS Roading April 2019* previous points relating to this Action see July 2019 minutes) UPDATE

REQUIRED 30 July 2019 – Confirmation received that this has been added to the Safer Journeys to Schools program.

Nov 2019 – Please can we have an estimated time for beginning Transaction this from MDC – Safer Journeys to School Programme – Matt #51656 Williams has confirmed that a crossing aid/point will be installed at the Stanway Road intersection on Halcombe Road. This work will be done in March 2020 if not sooner.

Aug 2020 – Installation of a formalised crossing point, immediately north of the Stanway Road/Mt Biggs Road intersection across Halcombe Road is expected to be completed before the end of the contract year (May/June 2020).

Sept 2020 – informed the project was cancelled under ‘Safer Write to Not informed Oct 2020 Journeys to School as Principal of Halcombe School did not School to get until Sept 2020! require it. Letter from March 2020! confirmation

Willoughby Street Flood Gates: STATUS July 2019 UPDATE July 2019 – MDC to contact owners to clean off flood gate REQUIRED blocking stormwater. # 53787 August 2019 – Shane to follow up to see if this is Horizons responsibility.

Mt Biggs Road pothole between 334 and 357 Mt Biggs Road: STATUS July 2019 UPDATE August 2019 – This has been patched extremely poorly so REQUIRED needs doing again. New transaction number has been issued. #53706 198 Oct 2019 – The pothole was mechanically caused and temporarily filled, pending permanent repair, programmed for Sept 2019.

Subsidence on Mt Biggs road: IN PROGRESS August 2019

August 2020 - In Progress this job has been programme for # 53240 August 2020

Hall matters: IN PROGRESS James Adamson July 2019 – Parks & July 2019 – Meeting with James - Items discussed included, Property. flashing on roof, storeroom door, kitchen door, guttering, external paint, water tank running, grass in gutter - James took photos to follow up.

Oct 2019 – James Adamson will organise a follow up meeting on site with Rec Services and plumber to look into fixes.

KEY: ****Greater than 12 months since point raised ***9 months since point raised **6 months since point raised *3 months since point raised Italics denotes actions that have happened between meeting date and minutes being done.

199 Minutes Cheltenham Community Committee 06 October 2020 7pm Cheltenham Hotel

Present: Luke Doidge-Bailey, Michael Campion, Pauline Scott,Keith Robertson ,senior constable Dickens ,Kim Tennant

Apologies: Heather Gee-Taylor, Tammy Eckersley-Corbett, Jacqui Campion,Janine Hawthorne Lesley Robertson

Late: David Mills,Dave Scott

No. Item Action

1 Confirmation of Keith proposed that the Proposed - Pauli Scott previous minutes minutes of the last meeting were true and accurate Seconded - Michael Campion

Motion Passed

2 Treasurer's report Hall Account

Outoings: Proposed - Pauli Scott Meridian Bill -$51.08 Seconded - Keith Incomings: Robertson Baker Ag Hire +$100

Balance $485.74

Community Committee Account

Incoming: Raffles: +$285

Hurley Farms Donation:

+$20 Patel Family Donation: +$500 Joy Corbett Donation: +$200

Balance $3152.08

Motion Passed

200 3 Matters Arising from

last meeting Communication with NZTA re: bridge

No letter has been sent to NZTA

on behalf of the committee but there have been some changes after the latest accident

NZTA has advised there is no budget for upgrades

CCTV

We have received two quotes from Visual Image and Couchmans Electrical

Visual Image initially quoted $3500 and Couchmans $12500

Couchmans then advised that Proposal: Accept quote the hardware currently at the from Couchmans Electrical Cheltenham Hotel wasn’t fit for purpose and support Automatic Motion Carried Number Plate Recognition Unanimously

Visual Image have confirmed this an issued a new quote for Keith + Pauline to submit $10500 (including new application for funding hardware) before submissions close in November Couchmans offer more functionality and seems more reliable

4 Council Report Cncl Alison Short Cemeteries management plan due to HGT is completed Absent

Reserves Management Plan is out for consultation

201 Community Facilties facebook live event 12 October 2020 covering halls and public toilets

Dr Richard Templer finishes up as CEO on 06 November

NZTA is reducing roading subsidy from 53% to 51% due to MDC roads being higher than average standard

Work has started on the Mangaweka Bridge. Work is due to be finished March 2024.

Solid Waste disposal contract has been renewed with Midwest Disposal. Blue bags will continue to go to Bonny Glen. Total cost is $1 million per year.

New recycling centre is being built at Kawakawa road in partnership with Smart Environmental.

PGF Application for plastics repurposing factory. Looks promising but depends on outcome of upcoming election.

Dumping of commercial quantities of tyres is still a problem.

M-W regional economy is best performing in the region

Earthquake prone building consultation has come back with an overwhelming no

Gorge project is looking for staff

Driver training school at Manfield is under construction

5 Police Report Stolen vehicle - 2 people caught

Still occasional issues with cattle rustling

Some concerns around P usage

202 6 General Business Almadale

There was fire in a tree caused by a rubbish fire, as well as a tree blown over in the storm by pumphouse which has been removed by Rec services , Tree down over walkway removed by Keith

Request to council for burnt tree Keith to contact council to to be removed + give way sign in arrange for removal of gateway. burnt tree And extra no-exit sign on Issues with out-of-towners trying Furlong road to get across river from Furlong Road side of river following a non-existant road on GPS. Cars are getting stuck. Request to add extra no-exit signs

Pedestrian bridge is open and

safe but can't be painted due the possibility of lead in the paint and the associated risks

Volunteer has been approved to do some pest control. Will pay Keith to follow up for materials.

Break in at disused pump house has broken the door. Is now boarded up

Cheltenham Playground

Keith has lodged request with council for no parking line outside the playground gates Proposal: Postpone playground opening to 07 Official opening was tentatively planned for 31 October 2020 but

203

November 2020 there were concerns that this would clash with the Shepherds Moved - Michael Campion Shemozzle in Hunterval Seconded - Luke D-B

Agenda for opening: Motion passed unanimously 1. Ribbon cutting 2. BBQ for children 3. Light meal at Cheltenham Hotel for Keith to: adults Enquire with Makino Pool Suggestion from Tammy E-C about borrowing slip and that each child attending gets slide for the day given a picket to write/paint their name on Enquire about borrowing Council BBQ from Rec Services

Discuss Fire Service open day with Pam Corpe from Cheltenham Fire Brigade

Arrange for advertising in Feilding with Vikki Wills (new events co-ordinator at MDC)

Tammy to follow up with Mitre10/Bunnings/ITM

around having some

pickets donated

Cheltenham Hall

Another break in with a hammer,

2 screwdrivers and gas canisters being taken. Police have investigated. Keith to request quote for hall alarm

Perpetrators wore gloves so no leads.

204

Request has been sent to rec services to repair the door which has been completed. Also request to replace rotten frame in rear door.

Keith to investigate getting an alarm added to the quote for video

One booking for a wedding next year Luke to follow up with Lights and switches have been NZTA/MDC repaired

Welcome Signs Keith/Luke to draft up a Luke has sent email to NZTA but letter to the Standard + no response Feilding/Rangitei Herald.

Luke to draft up letter to Ian McKelvie after the election Cheltenham Intersection

Discussion around possible prostests/public requests for help from NZTA.

7 Correspondence Police Acknowledgement from break in

Action report from Stacy Eagle (MDC) ● No motorbike sign at almadale is in progress ● Tables have been delivered ● Request for no parking lines

Email from Mayor regarding Cr

205 McQuarrie's email on development contributions.

Power Bill Keith and Pauline to work Email from Minister of Arts, out plan for Waitangi Day Heritage and Culture offering celebrations funding for celebrating Waitangi Day

Communications regarding the downed trees in Almadale

Rural Connectivity Group is installing a new cellphone tower in Halcombe

Email announcing resignation of Andy as secretary

Email from workshop announcing Power of Attorney Workshop in Apiti

Email to MDC requesting the drains in the village be sprayed for weeds

Meeting Closed 9:02 PM

Next Meeting 04 November (due to Melbourne Cup)

206 SANSON COMMUNITY COMMITTEE - MINUTES

Date: 14/10/2020

Time: 7:00p.m.

Location: Sanson Community Hall

1 Call to Order Grant McGaughey

2 Welcome/Introduction Grant McGaughey

3 Roll Call Chriss ie Sec/Treas urer Leona Pam Apology Heidi Absent Allan Kristi

Del & Jen Hall Representatives

Janine Hawthorn e Council Representative

Quorum 50% Yes

4 Previous Meeting Minutes read by Chrissie Ellis

Motioned by ALLAN LEONA Seconded by

Leona submitted her Apologies for next meeting

Quote from Harvey Norman for $1700 laptop to use for Committee Minutes & financials to Charities Email from Grant - monies donation to Naiomi for clothing (Passionz building burnt down 13/10/2020) Transferred to New Business

6 Outwards Correspondence

Copy of Financials 19/20 year sent to Charities Services

7 New Business Arising from Correspondence Motion: $1 70 0 to pu rch ase laptop/ computer for Secreta ry/Treasurer Discussion was held - the price can be amended to $1285.43 as we won't require the extra anti-virus software or the insurance add-ons. The Secretary can't do the job without a computer Andrew Quarrie will look at getting a spare Laptop from the Council Motioned Seconded Motion Declined 207 B Donation for Naiomi Jensen

Discussion was held among the Committee as to what was a reasonable amount to gift Naiomi for losing everything in the recent building fire.

Amount was discussed and the decision was $250 each from the Hall and SCC Market Account. Leona will also discuss with Market Stallholders to see if they will donate goods or money.

Motion CHRISSIE Seconded LEONA

GUEST SPEAKERS

Jude, Principal from Sanson School spoke about the need for donations towards the Pool

It was suggested that she submit another application to the Committee as they didn't need to spend h th CCTV t 8 Old Business A Domain crossing Bridge - slippery & unsafe Is it done? YES - Job Completed

B Footpath down Phillips St causing a tripping hazard

Job # 59395 - Chrissie checked and it doesn't appear to be done

Work may have been carried out on another part of the pathway instead

C Spring Fling & Treasure Hunt.

$1000 has gone into the bank - Pam can have the funds when she is ready. Receipts are required by the Council

Pam has postponed the running of this event due to Level 2 - Covid 19 restrictions

Will be held at Level 1 with a quiz for less active people

Pam has the budget and will seek Registration of Interest (for catering purposes)

Pam will discuss next meeting when she returns

D Pathway I Cycleway Submission - needs to be in before end of Sept (Kristi to action)

Council accepted the late application

E Payment for Spinning Planet - Chrissie has been reimbursed

Grant & Chrissie will work on submitting the application forms for online

Kristi suggested that we look at getting a credit card to pay for small purchases

Still to be actioned 208 F Sunshade for Playground

Karl Johnstone to action

Kristi mentioned that in the first development concept - sunshade was included in intial pricing

In Progress Ideas suggested (i) fixed roof concept or (ii) parachute from back of plane

G Security Cameras at the Community Hall

the question was asked "who pays for the service contract Eg Hall/School?" check with School how much they will contribute?

Motion: if service fees are under $1000 purchase cameras & check with school about sharing costs

Get the cameras installed and use the $7000 from the Council grant to pay for it.

Image Audio has been contacted and will start work after the School Holidays

H Safety Barriers - there are no barriers at all at the road crossing by the Playground - they have been pushed down and this is now an unsafe & dangerous area - should be fixed by NZTA the kerbing should be highlighted by bright coloured paint & the area needs lights

Safety Barriers have been repaired and back in place

Seating for the Playground - Installed by Grant ACTIONED

J UZRA Bus School Pick up - Kristie still to action as she didn't feel it was appropriate so soon after the Bus accident

9 Financial Report Read by Treasurer

Balance for Sept $25,769.56

Donation Acct $2999.65 (ANZAC $1500 & Celebrate Sanson $1500) Reserves

$8, 000 Bus stop 25769. 56 $10, 000 Coverage for the kids playground -19000 Reserves

$1,000 Council grant for Spring fling 6769.56

$19,000.00

The Sec/Treas asked that the financial amount matching the Bank Statement be accepted.

Motioned: Chrissie Seconded Grant

209 10 Hall Report Del's report (copy attached) Balance for September $5,399.03

Del mentioned that there is a need to replace the inefficient heaters that are currently in the Hall

Infrared Radiant Heaters were suggested. Cost to be investigated.

The Sec/Treas asked that the financial matching the Bank Statement be accepted. Motioned: Kristi Seconded Leona

11 Council Report Andrew Council is working on the 10 year District Plan they have signed up to Te Awa Foundation people can bequeath money from their wills signed 3 year disposal of solid waste Town Plans - currently doing one for Feilding looking at structural prone buildings concept plans of what the town could look like

waste water centralisation starting from Awahuri Road

Development Contribution is split between roading I parks&reserves

Workshop at Council 15 October - Andrew to work at getting a better option for rural areas

12 General Business

Del mentioned that the fire (13/10/2020) put the back streets under enormous pressure as they are too narrow to handle trucks and the volume of traffic that used them that night.

She also wanted to mention that the Mayor comments about the submission were "bollocks"

Andrew commented "Unfortunately if footpaths were wanted by the community then they have to pay"

Discussion was held about the fire as some issues were identified. The Fire Service were unaware of where the fire hydrants, recently completed by council, are located. Communication breakdown. Lockbox for Fire Service needs to be at Pool

Approach Council to repair grass berms due to extra traffic during the fire diversion

Kristi - Lions have signs saying 'Events Happening' on State Highway 3, might be good for Sanson

to have something similar. Andrew to check about pricing as he will check with Lions about the cost.

210 Broken gate between school & Hall

Sentinel has own webpage now and request Council contribution of local news and events. planter boxes will need to be replanted

Town supply of water - hold off using large volumes of water to allow tank to fill up

sign on Burt St & Phillips has been pushed over then stolen. Council has since replaced.

During the last rainstorm the drains in Phillips St became rather high. Upon checking at the end of

Phillips St there is no culvert for the water to go. Grant has got the job#

There been no further General Business the Meeting closed at 8:53pm

13 Next meeting 11/11/2020 ?pm

Grant McGaughey

Chairperson

Sanson Community Committee

Chrissie Ellis

Sec/Treasurer

Sanson Community Committee

211 Waituna West Community Meeting Held at the Waituna West Hall

Wednesday 14th October 2020

Present:

Committee – Mary-anne Shannon, Jeremy Cumming, Marija Hare, Scott Clare, Craig Hogan, Hugh Hare, Greg Shannon, Mike Will

Council – Steve Bielski,

Jeff Graham (Civil Defence)

Tracey Cuff (Neighbourhood Support)

Mark Dickens (Police)

Clair Audier (School Principal)

Apologies – John Williamson, Catherine Jacobs

Minutes of last meeting – Accepted as read

Treasurer’s Report – J Cumming (as at 30/9/2020)

Community - $2000.50

Hall - $3041.45

Income from Hall Hire etc. - $1810.40 Expenses (power) - $130.91 Outstanding bill (power) - $147.78

1st Jeremy Cummings 2nd Hugh Hare

Some discussion was had on the purchase of a heater for the Hall from money donated by the School Jubilee Committee. Also whether present insurance is appropriate.

Council Report – Steve Bielski

Theft of power lines in the Rangiwahia area, particularly Hopkin’s farms is a current issue, and the Rangiwahia Hall was broken into doing damage and equipment stolen, probably for drug use.

212 The Parks and Reserves department will be upgrading the platforms at Stormy Point, and have suggested that they would like local input into this, with equipment provided by Council. In Response after some discussion, it was decided that this was a job that the Council needed to do professionally. The general consensus was that after the Cave Creek disaster, erection of structures on difficult and public sites need to be specialist jobs, with liability resting with the Council over installation, which could otherwise be too easily be layered on to the community.

The NZTA have had a big reduction of income over the Covid lockdown period of around $1.4 billion, and in their view, since Manawatu/Wanganui had fared best during the period, that they would cut our regional repairs funding back to 51%. Rougher roads might keep the riff-raff out!

The Mangaweka Bridge rebuild is slowly creeping ahead with contracts being awarded.

With regards to roading, the committee stated to Councillor Bielski that there was a NEED for at least 1km of seal/year on local roads. He reported that it was being considered and may be soon actioned.

Centralisation of wastewater from the outlying centres has been contracted to Fulton Hogan.

New recycling centre is soon to be set up on a new site, handling waste and recycling.

The new water system is now moving ahead around the Ohakea area, with Government meeting most of the cost, the balance being picked up by MDC.

CEO for MDC has resigned. Advertising for a replacement is underway.

The new signage at Waituna West is to be erected very soon to indicate that Google should not be followed to Taihape via the Tapuae road. Some unsuitable vehicles have recently done this and have been terrified by what they found!

The stock droving bylaw has been delayed, with further consultation required.

Action on the cycle-way from Feilding to Bunnythorpe is progressing with talks between Kiwi Rail and MDC ongoing.

All MDC Halls and sporting facilities etc. are to be investigated/assessed regarding usage, condition, with some to be closed eventually due to lack of use under the ‘Community Facilities Strategy’ evaluation.

The new Gorge/Saddle Road is now well underway, and will now be 4 lanes all the way.

Earthquake risk buildings in Feilding are still an ongoing issue.

Land use policy has been called into question by rural communities – that development and subdivision of productive land is being subsumed for housing, and that planning is not keeping up with population demands.

School Report – Mike Will

There are currently 60 children on the roll.

213 Pet day will be held on the 23rd October. Due to Covid concerns, school camp has been amended to local days out in the Wanganui/Manawatu Regions. The school pool is all ready to go for the season. A working B will be held on the 8th November. The play centre is soon to undergo major renovations, and have requested the use of the Hall for the duration – approved by the committee. The School Pupil Council would like to have a BMX track around the School paddocks. Work is ongoing to source contributions for this.

Civil Defense – Jeff Graham

There was discussion of the ‘Community Response Plan’, which all communities are required to have – but we don’t, so will use Kimbolton’s as a template. - Need two people to be contact points and for Council Liaison - Need a list of community hazards - List of safety kits, emergency tools and machinery

- Need a recovery process – roads, power, water, cell phone reception etc. - Safe community gathering site. - Know those people who have special needs – elderly, disabled etc.

Once the Community Plan has been completed, CD will print off as many copies as required and distributed to those households who wish to have it. The committee discussed this about who could start the process and work with Council, Civil Defense, Police, farmers etc. - Maryanne and John to hold deep and meaningfuls on this.

Civil Defense will provide a ‘Community Response Kit’ for use should the area be isolated for any reason, and a storage place for this will need to be found.

Neighbourhood Support – Tracey Cuff

As with Civil Defense a contact person(s) will be required for liaison with Tracey.

A complete list of persons living in the district will need to be sourced, along with their addresses, contact details – maybe their abilities and ailments.

In this day and age of privacy, there will need to be much door-knocking to acquire this, and slick talk to get buy-in!

All information will be kept strictly confidential, and it will not be compulsory to be on the list.

Claire Clare is at present setting up a facebook page.

Police – Mark Dickens

Mark has confronted the following Community concerns:

There is the occasional local problem – best elaborated by Mark if requested.

214 There are vehicles being driven erratically on the roads and times and rego’s , makes and models are needed so he can respond appropriately.

A reminder that cannabis is not yet legal, and it is that time of year again, so if strange vehicles are noted parked up anywhere, to give him a call.

Meting finished at 8:40 pm

Next meeting set for Wednesday 10th March 2021 @ 7:05 pm

215 MINUTES OF THE TANGIMOANA COMMUNITY COMMITTEE 19th OCTOBER, 2020

PRESENT: Alison Short (Chairperson), Annie Sowry (Secretary, Hilary Oxley (Treasurer), Paul Gregan, Denise Deacon, Mike Linton (NZ Police), Margaret Angus, Jeff Graham (MDC Civil Defence).

ABSENT: Russell Hunter, Trudy Pankhurst, Jenny Gregan, Helen Worboys (Mayor).

Moved: Hilary O. 2nd: Margaret Angus

Minutes from last meeting read by Alison Short.

Moved: Hilary O 2nd? Denise Deacon

DISCUSSION:

Hilary followed up on the costs for erecting the Moa icon. Quotes for steel plate for base ($285). 60 footprints recorded at Te Papa. Moa used to hangout in pairs, not flocks. Research into the Durrant family and people involved in funding the Moa footprints.

CORRESPONDANCE:

Email from Matt Favis regarding Community Facilities to be in General Business.

Paul Gregan updated on the Coastal Reserve projects. Moa to be on the first knoll from the STOP sign. Dropping the change in Street names. Not favoured by the locals. Rongotea Lions and RSA to support the ANZAC Memorial project.

TREASURERS REPORT:

Main Acct: $7,561.21 Less: $200 for school. Eco Advisor: $100.00 &

Moa $5,200 – Creative communities

Still to come, $250.00 from Fire Brigade.

$50.00 petty cash from Hall Hire.

Hilary and Denise to sign receipt book for collection of Hall Hire funds. Very few hall hires. No extra heating costs.

Suggestions for warming/heating up hall:

Block gaps around doors and cover on manhole, Perhaps insulation under stage, Warming light globes, Nova light in the dark area on stage.

Matt Bayliss wants to hear any plans we have for the hall, how much use etc., Issued a form to be completed, Hilary to fill in form regarding all the information from the insulation assessment Nilson Levo PNCC Energy Advisor.

No country halls are insured, Hall committees are expected to insure their own contents. Alison to get a copy of the Independent Inspection from Matt that was done.

Suggest another public loo in the reserve, more seating and shaded seating in the community.

Jeff Gordon Civil Defence MDC Tsunami Drills, New signage, and Beach threat mostly, Tsunami Hikoi took 30 minutes to get to the road walking.

216 Tracey Cuff discussed creating a community committee of contacts, will need to know how many households are in your area and how many people.

Nominate an evacuation centre and back up location. Handed out Response and Recovery Plan and Emergency Guides plus a kit. Back up Kit at TeKawau. Decide where to keep Tangimoana Kit? Tracey gave us a couple of Neighbourhood support sign Facebook pages, community events and updates in the area (16 locations).

Mike Linton: Area Community Policing liaison

Council Report: Lack of housing is a problem. Working on a seniors plan Youth Strategy. New Skate Park opened in Feilding. Renewed solid waste contract. Community Honors last week – 5 received. Shane Harris is acting Chief Executive. DHB Mid Central holding a forum.

Ellison Reserve Report:

Digger been doing work along Moana Street removing pampas etc. Needs a new Facebook admin for reserve. Community Facilities Strategy, proposal. Shade beside playground, mound at back of playground. Plinth and Focal point. Tables, signs. Lockable shed and meeting point. Horizons visit, Bitern, eels, whitebait. Cows in Estery, walkway along river side.

Paul Gregan – 10 year plan: Replacing footpaths, a lot of streets don’t have any footpaths - $300.00 per metre. Perhaps suggest 100m-200m per year (new path laid). Alison to discuss the footpaths with Hamish. Development Contributing are funding footpaths, discussion was had regarding footpaths across the district – community funding requests mainly for recreational walkways.

Margaret mentioned the reserve hasn’t cost the council anything, yet, good that things are starting to get done.

Meeting closed at 8.55pm

217 Minutes Community Committee Meeting

20 Oct 2020 at 7:30pm

Hiwinui School

Present:

Committee Members: Greg Barratt, (Chairperson) Sean Hurley, Brenda Leigh (Hiwinui School Principal), Phil Pirie, Tracey Mouat (Secretary), Clare Ridler, Richard Fernando, Richard Ramson.

MDC representation: Mayor Helen Worboys, Jeff Graham (Emergency Management Officer), Tracey Cuff (Field Officer, Neighbourhood Support). No Item Action (who)

1.1 Welcome Greg welcomed all to the meeting N/A

1.2 Apologies That the following apologies be accepted: N/A Johanna Wood, Janine Hawthorne, Hilary Humphrey, Duncan Baker, Pam Eastcott.

2 Items for Discussion/Information

2.1 Emergency Mgmt Jeff (Emergency Management Group) discussed a Community Richard /Neighbourhood Response and Recovery Plan and produced a templated Fernando/ Support document that needs to be filled out with support from Brenda Committee Members. Once confirmed, a hard copy will go out to all members of Hiwinui.

Tracey (Neighbourhood Support) identify a couple of points of contact within the community. Suggestion is to create a list of contacts in a google docs (password locked).

Jeff discussed the Community Activated Emergency Centre Guide - for the community go build its own response centre until we can get support from the MDC.

Jeff provides community training for the various roles if an Emergency Centre is activated.

Opportunities for training days including Emergency Operation Centre set up, AED training, General First Aid training.

The committee discussed the school availability of resources - Brenda advised that the school has 5 x epi pens, location coordinates in the staff room, emergency contacts, cans of food (1 x can per child). All the Hiwinui School staff are First Aid trained. If an emergency happened in school hours, the school has an emergency response plan to cover all contingencies. Brenda will attend the initial meeting to

218

provide information around the school resources that would support an emergency response. The nominated POC is Richard Fernando, Brenda will assist with any school related information.

Greg thanked Jeff and Tracey for their briefs to the committee. 2.2 Additional Items Feedback from Arthur Wood’s community award. See item 2.6 for the Agenda

2.3 Correspondence Inwards:

• Jeff Graham - request to attend meeting. See item 2.1 • Phil Pirie. Update on roading upgrades. See item 2.13 • Andrew Quarry Development Contribution Fees. Outwards:

• Nil

2.4 Minutes of the The minutes of the meeting were accepted as a true and N/A last meeting accurate record.

Moved: Sean Hurley, Seconded: Brenda Leigh

2.5 Matters arising Nil N/A from the minutes

2.6 Arthur’s Award Arthur received his community honour last week, which was Tracey a good acknowledgement of Arthur's work over the years. Arthur was well represented by family and friends. Brenda suggested that we use one of the pictures of this ceremony to our newsletter. (Ben Caldwell POC).

2.7 Chairperson’s/ There is $11,500 (less expenditure for work on community Tracey Financial Report signs to date). Tracey will confirm with Janine that Hiwinui Community plans to use the $1,000 grant and asked about a timeframe to use it. There are options to use this for:

• to support the training for the Emergency Operation Centre/First Aid training etc. This may happen around February 2020. Richard • Sounds of Summer (if it is held - Richard Fernando will Fernando follow up) • Hiwinui school picnic. (Fri 12 Feb 21).

219 2.8 School in the A lot of projects commenced over school holidays, supported N/A community by the MOE. Concrete has been laid to provide a staff car report park, and to create a concreted area between the staff room and Room 5. Manawanui has had vertiface from floor to ceiling installed to support noise reduction. A pool upgrade (including heat pump) will be installed. This school started the term with 157 pupils, with 3 more expected prior to year’s end. The pool will open at the end of November.

2.9 MDC 10 year plan No update – await council review N/A submission (pathways)

2.10 Hiwinui No update – planting scheduled for 2021. N/A Beautification Project

2.11 Communications Newsletter was included in the Term 3 Hiwinui newsletter. Tracey Next newsletter will focus on Arthur’s award, the Community Response & Recovery Plan and Neighbourhood Support.

Minutes aren’t yet available on MDC website. Richard Tracey check suggested an RSS feed that will aide communications (to with Janine automatically share with people who subscribe). Mayor Worboys/ Janine

Tracey will start drafting a ‘welcome to Hiwinui’ pamphlet – Tracey and asked for suggestions. The pamphlet could include: AED, sign up to email list/newsletter, rubbish drop off point and day, playgroup. Potential for sponsorship if anyone knew of a suitable business.

2.12 Welcome Signs The roading team will be back first week November to erect Phil the fence. Concrete in. The committee will wait until the welcome signs are up before confirming a design. Tracey suggested ‘Hiwinui’ on 1 x vertical fence post, and a windmill cutout on the other vertical fence post (if this would fit). Matt (Roadrunner) will support design.

2.13 Local Roading Phil advised that tenders came out for the 2 x roading Mayor Update upgrades. The intersection upgrades do not include a left turn Worboys bay. They do include a right turn bay but has no passing lanes. Phil recommended either a variation on the tender, or to stop the tender and redraft. Mayor Worboys will talk to the roading team to determine the reasoning why, noting tenders close 6 Nov 20.

220 2.14 MDC Update Mayor Worboys updated the committee on MDC issues– N/A

• Preparing for the 10 year plan. • Council agreed to join the Te Awa foundation, which means that if money is in the Foundation (via bequest/grant), there is the opportunity for this to be distributed to Manawatu personnel. • There is potential for more recycling options. The Council submission for a plastic reuse/recycle centre for the lower is progressing. Four will be funded across NZ. • Three waters reform via government - watching closely. $760 million fund - for councils to join up. MDC received $5million. A lot of work to go on before the three waters reform is progressed and there are concerns around the level of investment that MDC has put into having a good infrastructure.

• Community meetings have been productive with the development of the 10 year plan. Discussion around what constitutes lifestyle - no more nodal zones.

3.0 General Business

3.1 Recession Planning There was a query around recession planning. Mayor N/A Worboys answered that the Manawatu region (overall) hasn’t experienced this to date – in part due to food and defence industries supporting the Manawatu District. The welfare response for Covid remains and there is support available for this.

3.2 Kerbside Recycling Greg queried what the cost would be and if it is viable - will be N/A included in the next rubbish recycling plan - however there would be issues (more roadside stuff in 100 km/hr zone, wind, it would only service half of our community).

4.0 Meeting Closure

4.1 Meeting Closure Greg thanked everyone for attending, and the meeting was N/A closed at 9:40pm. The next meeting is Tuesday 17 November, 7:30 pm at Hiwinui School.

221 Minutes

Bainesse/Rangiotu Community Committee Meeting

21st October 2020 @ 7pm

Rangiotu Memorial Hall

Present: T Donaldson, G Dorn, A Horsfall (chairman) D Mitchell, F Reid, A Sterling (secretary), J Taylor, R Taylor

Guests: Cr S Casey, Cr A Quarrie, W Mudford

Absent: R Te AweAwe, J Mudford

No. Item Action (who)

1 Procedural Matters

1.1 Apologies That the following apologies be accepted: ASterling/RTaylor

J Hawthorn Carried

1.2 Correspondence Inwards: M Baylis MDC – Community Facilities A Horsfall/F Reid Strategy Carried That the inwards and outwards correspondence be approved.

1.2 Confirmation of That the minutes from the previous meeting held AHorsfall/TDonaldson Previous Minutes on 16 September be accepted as a true and correct record. Carried

1.3 Matters Arising Drainage meeting has been held at Bainesse. 10 members present. A committee has been formed. R Griffin is the Chairman. Meetings to be held annually. Horizons to get operational grant contributions for culverts which have been washed out.

Beautification: MDC, Roading Manager J Jones to be contacted regarding regulations of type of plants to be used next to the highway. Taikorea Nursery could be a supplier of plants. More metal has been dumped on the site.

Hall Committee – Christmas function: 22 November 4pm Cups of tea, nibbles 6pm Dinner & Dessert

Civil Defence – No meeting has been arranged as yet. A Horsfall to facilitate this.

222 No. Item Action (who)

3 Other Business Cr S Casey has spoken to the District Commander regarding Policing issues. The closest car will come to an incident as we are on the border of 3 areas. Ring Police if there are any concerns. Constable Mike Linton is visiting the Community Committee’s.

Hall and Rangiotu School have had break in, nothing stolen but items have been tampered with. Insuring contents of the hall was discussed

A cottage also has been entered while parents were milking and children still asleep.

The brass plaque with name additions and alterations will be put into the permanent position on the War Memorial. A date was discussed A A Horsfall Horsfall will ring the president of the Rongotea Lions to finalize.

General Elections 2023 – Having a Polling Booth A Sterling at Rangiotu was discussed. It was agreed to contact the Electoral Office.

A motion of thanks to A Sterling for the work F Reid/G Dorn done in notifying the greater community, regarding the PNCC Nature Calls proposal.

4 Council Matters

Update from Liaison Councillor on current MDC activities.

Cr S Casey outlined the following:

Senior action plan – footpaths Youth action plan – needs of young people CEO Templer will be finishing his tenure, Shane Harris will be stepping in, in the interim Plan change 65 – Natural features Young achiever awards have been held Discussion was held over Feilding CBD Spatial Plan, this is being looked into at the moment.

Meeting Closed Time: 8.20pm

Next meeting 18th November @ 7pm Rangiotu Memorial Hall

223 Himatangi

Venue: 7PM 22/10/2020 @ Community Hall

Committee Present:

Jason Kennerley, Penny Harrington, Stuart Campbell, Judy Howatson, Mayor Helen Worboys.

Public Present:

No members of public present

Apologies:

Janine Hawthorne, Brian Pinky, Sue Smith, Brian & Chris Rosvell

Moved: Seconded: Carried:

Confirmation of Previous Minutes

Previous minutes incorrectly referred to the date of the meeting of 16 April not 16 Sept.

Moved: Jason Seconded: Judy Carried: Yes

CORRESPONDENCE:

Inward:

MDC emailed through the status of the current 10 year plan

Outward:

B&C Rosvell – Letter to MDC regarding the placement of the recycling centre. Mention of further location options but was not available. Penny requested clarification from MDC clarification on the main purpose and benefits of the HBCC.

Moved: Judy Seconded: Jason Carried: Yes

MATTERS ARISING:

224 Library & Medical Centre No Parking Lines: Penny met with James from council requesting the council arrange for roading to paint No Parking signs outside the Library and the Medical Centre. James advised this was possible and would arrange the work to be scheduled asap.

Surf Club Bollards: James from council met with surf club representatives a plan and scheduling is currently being worked out. In progress

Recycling The digging out as agreed initially by the council had been scheduled for 5 Oct but as yet nothing appears to have happened. Stuart reported that the council team had concerns on the costs but again we raised the issue of health & safety and Stuart and the Mayor have agreed to progress and find the necessary funding. The plan to move the containers about 5m further into the bank adding a wider and greater area in the front. Jason suggested that the fly tipping was becoming a negative aspect and HBCC to investigate additional signs. Cameras focussing on the area will also assist. Judy to talk to Rongotea who have recently installed cameras about any issues and setup costs etc. HBCC has a volunteer who keeps the area tidy but the major issue will be health & safety.

Judy stated that in previous years an additional rubbish container is positioned on the beach to assist in taking the additional load; this also helps in keeping the beach tidy. Check further with council about exactly what and how we can arrange again for this year.

Camera:

If the camera on the recycling progresses, we will make a submission to the Central Energy Trust for funding to facilitate.

Meeting Frequency:

Discussion about the frequency of these meetings perhaps monthly two frequent. We will keep the November 19 meeting but as no meetings over the Xmas period we will look to recommence the committee in February and the move into a quarterly schedule. 19/2; 20/5; 19/8; 18/11.

Phoenix Palms: Discussion around the recent Matamata Councils stance removing these trees. The trees encourage pigeons, rats & have very poisonous leaves. Trees on private grounds outside of council remit but anything on berms can be investigated.

COMMUNITY FACILITIES STRATEGY:

Waitangi Day Fund:

There was a funding allocation available but with many events outside of Himatangi regularly scheduled for this weekend it was not believed feasible that we would get adequate community support to make a viable event.

Fire hydrant:

Judy raised that the council had back last year that they would facilitate testing of the hydrants but as yet nothing appears to be scheduled. Fire personnel would need to get the roading team onboard if they were to conduct this alone making it not a feasible option. In 2019 Hamish Waugh was to follow up and arrange. The mayor raised this also given the recent Sanson fire.

225 There is still ignorance of the ‘total fire ban’ on the beach by locals and visitors although signage around. Guy Fawkes in two weeks, so we need to be vigilant on potential fires as result etc.

FINANCES:

PROJECT PROJECT DESCRIPTION AVAILABLE PROPOSED ACCEPTED NAME FUNDING START

Project Village Beautification. Bollards etc $16197.58 Higgins to Fund visit

Community Ranking in order of preference $25197.58 Fund

The Bollards replacement stalled again; Stuart will look to bring up with Higgins to get action back on track. Likely only the damaged wooden ones at this stage will be replaced.

Surf Club Report:

No report

Fire Brigade Report:

Display at market day this Saturday, sausage sizzle, new recruits. Too many unattended fire on the beach recently. Putting fire out with water not sand. Sand will smoulder effectively becoming a ‘hungi’ can burn children, dogs etc as its hidden underground.

Community Patrol Reports

No report

Council Update:

Bridge underway

Drinking water for Himatangi plan would be via new bore. Govt has funded $5m to start this which council wish to utilise.

Waste water plant underway Mt Stewart back to Feilding.

Rubbish contract has new contract signed to dump rubbish $1million based on tonnage.

Facilities team visiting villages with draft to look at the usage of halls and other facilities. Obtaining good costs on usage, cleaning and repairs paramount to ensure that we can retain our hall and library.

Manfield Events centre. Two rugby games scheduled over next few weeks. Depending on success it’s possible to repurpose Manfield and utilise differently.

Govt 3 Waters plan. Mayor explained the plan to centralise the management of drinking, sewerage and storm water taking away management from local councils. This likely will include the taking of the assets that villagers over the year have paid for and including any debts council incurred in keeping water facilities. The one style use may not meet with the needs of many of the smaller villages, so village needs to keep up with the proposals.

226 Meeting Closed: The meeting closed at 7:50pm.

Next Meeting: 7pm on 19 November 2020 Location Community Hall

227

Minutes OF THE HALCOMBE COMMUNITY DEVELOPMENT GROUP Monday 2nd Nov 2020 7pm @ Halcombe Tavern PRESENT: Jeannette Henderson (Chair), Vicki Powell, Rachel Lane, Maureen Lambert, Annie O’Fee, Cr Stuart Campbell, Alex Short, Peter Beck, Cr Shane Casey.

1.5 Apologies: Richard Bain

(Moved: Vicki Seconded: Rachel) 1.6 Correspondence • Carl Johnstone MDC re: Lights by Hall. • Janine Hawthorne MDC re: balances of funding for HCDG. • Jeff Graham re: Civil Defence plan update (as presented by Alison Short in the Sept meeting). • Stacey Eagle MDC re: Action plan list. Replied asking that it be formatted for easy printing. • MidCentral DHB newsletter. • Janine Hawthorne re: Transaction #51656 crossing point Stanway/Mt Biggs/Halcombe Roads. • PGG Wrightsons re: going cheque free. • Weebly re: Website renewal is coming up. • Stacey Eagle MDC re: update on 10 year plan progress (sent to committee during the month). • Muster 2020 poster with new dates sent by Mayor Helen and Rural Support. (Sent to community) Hall Correspondence • James Adamson MDC: reminder of storeroom leak – now fixed by Alex rec services. • MDC hall submission sent. Oral submission on morning of 19th November @ 10:15am. • Maria Barnes thanking for use of hall and complimenting us on having such a good facility. Suggested a sign on Halcombe Road pointing in direction of hall would be helpful. No internet so people couldn’t google to find it.

(Moved: Rachel Seconded: Peter) Actions required from Correspondence: Follow up with Janine H re: crossing point reply. 1.7 Confirmation of previous minutes: That the minutes from the previous meeting held on 5th October be accepted as a true and correct record.

228

Remove reference to Hall piles needing to be replaced as we are yet to see the official report on the hall.

(Moved: Jeannette Seconded: Annie) 1.8 Matters Arising from 5th October 2020 minutes: Finance Policy needs to be captured in one document rather than Still to do. being only found in historical minutes. (Rachel) Welcome packs actions. See note in body of the minutes. Image of stone carving for George and Avril passed around. The cost is actually $160 – need Purchase approved to approve. Rachel to order and Barb to pick up. Motion: Vicki/ Seconded: Jeannette Stuart Campbell will chase up on the pine trees behind the tennis Cr Campbell has asked for a court as they are causing a hazard. The trees have been trimmed report and will forward once he along the tennis court path side. gets this. Library spend. Could be sometime away. Wait until we have seen the plans before commenting. Project funding discussion Reflectors – Pete has purchased these. Will attach 4 as a donation. Roading transaction requests (need to include sign on cnr of Vogel St and Mangone Road – fallen down.)

2.0 FINANCIAL BUSINESS

2.1 Financial Report That the Financial Report showing an overall total balance of $18,884.88 as at 31st October 2020 be accepted. See attached Financial report for payments made and received in Sept (Moved: Rachel Seconded: Maureen) 2.2 Invoices for approval None. 2.4 MDC Project Funding $3K account: Have increased Phone book budget to $1000. Solar lights – On poles along the walkway. Jeannette Henderson to investigate. Sound system for the hall. Maureen to investigate cost. Mezzanine curtain. Need to meet and discuss how it can be done. ANZAC Day doesn’t need anything from this account for the next 12 months – all agreed. Hello Halcombe event $1000 budget (but will come in under). Carpet tiles rubber backed) in supper room. Maureen to get a quote. Generator (seed capital) if hall becomes Civil Defence HQ.

Other Project $: $3,624.77 cenotaph lights left over. $17,000 Info signs and picnic area. (Put in picnic tables first Moved: Jeannette/Vicki). Rachel to meet with Pete.

229 $8,200 Further CBD/Cenotaph/Rec Area Development.

Actions required from Financial Business • Finance Policy still to be done and end of year summary (Rachel)

3.0 COUNCIL BUSINESS

Current Consultation Underway • No consultation Council Report: Stuart Campbell Roading – Mangaweka bridge is underway. Feilding to PNth cycleway almost ready to go. Rubbish – Work is happening down Kawakawa Road on new resource recovery centre. Wastewater – Pipe work started for waste water centralisation project. Central Govt proposing to centralise wastewater so this may change things. 10 year plan – Council is just starting to work through numbers side of things. Rates won’t be zero like last year. Lots of work still needing to be done on what is and isn’t capital works. $5m is needed for Ohakea and another $1m for another water system. The more capital works the more borrowing is needed. List of projects pencilled for Halcombe: Sealing of Kimber Street (looks like could be done within the next 3 years). CEO – last day on Friday. Recruitment underway. Shayne Harris to care take the role in the meantime. Youth strategy well underway. Councillors looking to go over the new gorge alternative road.

4.0 GENERAL BUSINESS

4.1 Focus #1 – Walkway and Domain (Vicki) • Need signs for dog poo and no motorbikes on Domain. Please can have some signs for • Cynthia’s seat installed. picking up dog poo and no motorbikes on the Domain (Parks • Reflectors – Pete to attach. & Reserves) • Big pohutukawa trees – next Autumn look at what survived and go from there.

4.2 Focus #2 – Hall & Hall kitchen/bar (Maureen) • Gospel Group have finished, booked for next year. • Met with Haydon from Corey’s Electrical to see if they

can source outside lights for front and side doorways, that are in keeping with age of hall. • Had a few issues with birds getting in when the doors are open – make a mess when locked in. • Meeting for short and long term plan for work needed going forward on hall. MDC Audit Report Please can we be sent a copy of • Need to look at this report the audit report for the Halcombe Hall (James Adamson)

Usage Actual Oct = Moa Harriers / B’day party / Yoga / Zumba / Gospel Group Bookings Nov = Yoga / Zumba / Hello Halcombe Party / SHRWS AGM

230

4.3 Focus #3 – Cenotaph & Recreational Area (Rachel/Maureen) Historical Info Boards. Project group meeting: • The basic data going on boards we probably already have and will add to it as we go along.

• Will ask community for additional info or memorabilia, overflow will be displayed in hall. • Decided to keep info on boards short and snappy with graphics. • Purchase a QV code for each of the boards which will go to web

page and then we can update it. • Discussed the possibility of having a covered seating area like on DoC walkways, with info boards on sides. Pete MDC not keen on Rachel to dig out original submission this option. which has detail of what was initially • Unknowns: How many boards, where are they going, what might planned. they look like, funding. Use sleepers to make the info boards out of / look for other Railway paraphernalia like Carriage wheels (PN old Railway land) Get picnic tables in. Rach to meet with Pete to discuss where they will go and how they will place vs info sign.

4.3 Subprojects

Roading (Richie) MDC notified sign on corner of Godley / Gilbert blown over Transaction # 60275 Water table on Kimber St just below #74 needs filled with rocks Transaction # 60277 Vogel Street / Mangone Road sign has fallen down too.

Community get-togethers Hello Halcombe (Maureen / Bex): Welcome drink to be funded out of ticket money. Champagne flutes to be purchased for this. Purchase savouries to bulk out food. Allocated out flyers to committee member to do a flyer drop around their areas. A comprehensive action plan is well underway.

Cemetery Land (Darryle) Lambs to be weaned. Loading ramp and water working be to be done Christmas/NY. Have a 2nd water tank from Rec Services yard. Jeff to pick it up. Discussion had on: - Culling 12 ewes not 7 as initially thought! Have secured 4 replacements @136+GST so far. Leaves us with 33(opening stock)-13(1xdeath + 12xculls)+4(replacements) = 24 so probably a bit light! Jeannette has some that we could buy. Approved ewe purchases.

231 - Carrfeilds vs Wrightsons for store lambs (support local agents). Affco for cull ewes and finished lambs (improve transparency and support local agent). Rachel to discuss with Darryle. - Further R&M works needed: Fencing subdivision (~$2K) and improved access (cost needed). Do full year budget and then make decision. - Actual boundary vs fences as shown on IntraMaps. These look to be way out. Carl Johnstone is investigating.

Welcome to Halcombe packs (Annie) Have asked for template documents from the school but this request Put in FB and on email again. has been declined and privacy given as the reason. Will go back and Rachel to do advert for ½ page ask again as it is a publicly published document so privacy shouldn’t advertising (to go on FB and email) be an issue. Advertising in phone book costs ½ an A5?? page for $75. Printers: Awa Street, Streamline contact Tiri (Feilding), Fisher Print (Pnth). Let’s put a note on FB and email note to see if there are anyone who Done – One person said yes. Annie wants to be the Welcombe to Halcombe Committee and get the as well. packs sorted. Jeannette – Pub vouchers (still working on them) Think these are a yes.

4.5 Other General Business

Water Scheme Next meeting 12 Nov at 6.30pm Sign is up Halcombe Community Trust Next meeting 3rd Dec at 7pm Halcombe Community Fund New Trustees to sort.

5.0 COMMUNITY COMMUNICATIONS

Nothing to report

6.0 OTHER ITEMS

No other items

Meeting Closed: 8.50pm

232 Rongotea Community Committee Minutes.

Meeting was held at the Community Centre, Douglas Square at 7pm Monday 2nd November.

Present: L Berry Chairman and acting Secretary, N Rees, H Wheeler, B Procter, J Cook, J and S Liverton, M Munn, C Harper, A Gloyn.

Councillors Present: A Short, A Quarrie.

MDC Emergency Management Officer Jeff Graham, Red Cross Antoinette Stratford, Neighbourhood support Tracey Cuff, were also present.

Apologies: J Hawthorne and Mayor Helen Worboys.

Correspondence: A letter was received from a resident who was unhappy about the state of a property in Rongotea. Discussion was held on this and further items were added to the list including long grass on sections overhanging trees and neglected vehicles on road frontages. We chose not to name and shame. Our Liaison Councillor Alison Short is going to take the complaints to Council for them to act on. Please Note: The mowing of the lawns on the verge outside your property is your responsibility. Please have pride in our community. If you are unable to look after this yourself there is a young lad in the village willing to mow your lawns. At cost of course. His name is Jamie contact him on 027 523 0633.

Well done to Richard and Kim at the Rongotea Garage for the amazing job done by the Post Boxes. The level and compact area will make it heaps easier for walking frames and push chairs and a great job done with the dog hitch Richard - Thank You.

Jeff, Tracy and Antoinette introduced themselves and told us about what is on offer in an emergency. Jeff has written an article on this to be put in the paper.

There has been a request for no parking signs to be placed on the right hand side of the cemetery gates to the corner except when there is a funeral as this seriously blocks the vision of vehicles coming up from Lean Road, a real safety issue.

It may not seem like it, but the pigeons are slowly being rehoused, Thanks to those concerned.

MDC Report. They are working on the following, Housing strategy, Youth action plan, Senior action plan due to aging population, Plan change 65 which is protection of our natural features and landscapes. Working through the 10 year plan budgets and asset management plans, reviewing development contributions and housing infill, Community halls and Cemetery Management.

This week sees our existing CEO leaving -Thanks Richard Templer for all your great work over the last 4 and a half years. Interviews for his replacement are well underway.

The Great Rongotea spud dig is to be held at the Community Centre in The Square between 5.30 and 6.30 on Monday the 14th of December. Come along and see how well the contestants have done, you may even have ago yourself next year.

Meeting closed 9pm. Next Meeting 7th December at 7.30.

233 Minutes

Cheltenham Community Committee 04 November 2020 7pm Cheltenham Hotel

Present: Luke Doidge-Bailey, Jacqui Campion, Pauline Scott, Keith Robertson, Heather Gee-Taylor, Lesley Robertson, Geoff Shannon &Dave Scott Apologies: Kim Tennant, Janine Hawthorne, David Mills, Tammy Eckersley-Corbet,Michael Campion

No. Item Action

1 Confirmation of previous Keith proposed that the minutes Proposed - Keith minutes of the last meeting were true and Robertson accurate Seconded - Pauline Scot

That the minutes of the last meeting were true and accurate

PASSED

2 Treasurer's report Hall Account Proposed - Pauline Scott

Outoings: Seconded - Luke

Meridian Bill -$37.31 Doidge-Bailey

Incomings: That the accounts are None correct and accurate

Balance $397.50 PASSED

Community Committee

Account

Outgoings:

None

234 Incomings: Raffles: +$170.00

Balance $4067.08

3 Matters Arising from last Communication with NZTA re: meeting bridge

Luke is drafting up a letter that

he will send once he has been given access to the community committee email account

CCTV

Pauline and Keith have submitted an application to the Central Energy Trust for funding.

Almadale

The burnt tree has been removed and a small sign Keith to follow up with erected warning that vehicles rec services are banned from the bush area. However, it is probably too small for the purposes

Pest control volunteer (Alisdair) Keith to follow up has suddenly become uncontactable

Playground Opening 07

November 2020

Flyers have gone to Feilding

Information Centre to advertise the event

There will be no slip and slide as

235 it will be too large and dangerous Luke - Moved Keith has purchased a bunch of Jacqui - Seconded pickets to sell at $20 each for donations The committee thanks the organizing group - Pauline, Children's activities will include: Keith Tammy and Cindy for their hard work in Face painting organising the playground Sack Race opening Egg and Spoon Race Bouncy Castle PASSED

Luke to MC event with her worship the mayor to open

Keith has procured silage wrap to act as a ribbon

BBQ has been ordered from Rec Services and we have also been offered a gazebo and extra traffic cones.

The traffic cones need to be picked up by 3pm on 06 Keith to pick up cones November

Hall

Front door has been repaired

Rotten Kitchen back door is still waiting on MDC to action

We ran out of time to get quote for adding alarms to the hall

Toilets

MSC has put up two signs to specify a 10 minute parking limit on the gravel outside the playground.

However, the committee is unhappy with the lack of effort and port communication from the

236

Council.

Luke + Keith to draft There are also concerns that the letter to MDC community is paying drainage

rates but there’s been no

maintenance

HGT suggested that the council should contact Hamish Waugh, Infrastructure Manager at MDC to raise these concerns. Moved - Keith Seconded - Pauline Suggestion that the committee should simply purchase its own Committee should yellow paint and add its own purchase some yellow lines paint to mark its own lines

PASSED

4 Council Report LTP is in progress (including the new community facilities strategy)

Interviews for new CE will be taking place next week

6 General Business Suggestion from Jacqui that Moved - Keith instead of having a formal Seconded - Jacqui meeting every month, the committee should move these to That the committee adopt a a bi-montly cycle and hold an bi-monthly meeting informal meeting followed by a schedule and hold a community event in between community event in between meetings

PASSED

CCC Christmas Function 01 December.2020

Potluck with a $10 present

Invitation for Geoff Shannon to Moved - Luke join the committee Seconded Keith

237

That Geoff Shannon be invited to join the Committee PASSED

7 Correspondence Generator SOP

Invite from Halcombe to the

Hello Halcombe community party

Meridian Power Bill

Rural Community Worker re: CINCOSS meeting and MDC strategic plan

Letter to Catholic Diocese to invite a representative to playground opening - Liam Greer will be attending

Letter from CET to acknowledge camera funding application and asking for bank statements

Email from Alison Short accepting invitation to playground opening

Email to Central Engineering

asking for the playground gates Keith to pass on sign to be changed. Again request to MDC

Luke to draft response Letter from Delywn Corbett

asking for children crossing signs on each entrance to the

238 village , Keith said their is one already at the Southern entrance on Kimbolton Rd Moved - Keith Seconded - Luke Also wants to know if we can get Cheltenham fridge magnets ,she Keith to investigate prices requires a 50 signature petition for Cheltenham magnets to get them made . PASSED

Meeting Closed 9:07 PM

Next Meeting 01 December (Christmas Function)at the Chelty Hotel

239 DRAFT COPY ONLY

Minutes of the Sanson Community Committee held in the supper-room of the Community Hall at 7pm 11th November 2020.

Present; Grant McGaughey, Andrew Quarrie, Delphine Parker, Jenn Berquist, Alan Peck, Shane Hainsworth. Leona Smith, Pam Workman, Kristi Whitaker, Denise Tanner, Christine and Steve Smith, Jude O'Keefe, Chris Kearney, Tracey Cuff and Jeff Graham.

Apologies; Nil

Minutes of October Meeting were read and passed as correct. Alan /Leona.

Correspondence in; Invoice from Daniel re defibrillator.

From Helen Worboys re public meeting to be held at Ohakea on November 19th to inform interested parties about Ohakea developments. Need to R.S.V.P. if intending to attend.

Matters Arising;

Andrew reported that there was no laptop available from M.D.C.

Grant reported that the Security Cameras upgrade will be started tomorrow. The firm doing the upgrade is Image Audio.

Kristi said that she had been too busy to contact Uzabus.

Guest speakers;

Jeff Graham from Civil Defence spoke at length about actions to be taken in the event of a natural disaster. Members were supplied with copies of Information Sheets explaining how these events would be managed.

Tracey Cuff from Neighbourhood Support then spoke about the need to have accurate records of the village population. All Information can be accessed on the Sanson Village facebook site.

Jude O'Keefe and Chris Kearney spoke about problems with the Community and School Swimming Pool. Needs repainting before it can be opened to the public. Council rep is meeting with Jude next week to discuss current running of the pool. Pine trees on school's southern boundary are to be felled at a price of $9000.00. School will work in partnership with the community committee to sell as firewood. M.D.C. has agreed to replant the new fence on either side with natives. Care will be taken as some branches could fall on the War Memorial and the Cenotaph. Committee resolved to gift $3000.00 towards Swimming Pool.

General Business;

The secretary treasurer Christine Ellis has tendered her resignation from both the Sunday Market and the Community Committee. Grant asked for this resignation to be accepted.

Passed unanimously.

240 Grant asked for Jenn Berquist, Shane Hainsworth and Christine Smith all be co-opted on to the committee. This was agreed unanimously.

Pam Workman reported on the Village post covid party to be held in the supper-room on Saturday 14th November. All preparations are well in hand.

As Paul Brown has resigned from the committee arrangements need to be put in place re running of next year's Anzac Day Service. Del has spoken to Peter Remnant in the hopes that he will take responsibility for the day. More about that later. Discussion about our back streets in particular Hedges St. Council not taking our concerns seriously. Some damage caused by traffic deviated from State Highway 1 after the Golden Galleon fire has been repaired but drain adjoining 54 Hedges St is collapsing. Andrew spoke about the time it takes to get bylaws passed to stop trucks, busses etc using these streets but the Junction corner is the main problem. Who would police a bylaw?

Sunday Market was discussed and Kristi, Shane, Christine all offered to take turns running it. Leona to liaise with Julie re six month recess.

Financial Reports;

Sanson Community Committee 01 account.

Sunday Market account $25448.62.

Donation Account $2999.62

Payments; $250.00 to Naomi Jensen

$3000.00 to Swimming Pool

$272.72 for refurbishment of defibrillator $76.67 Charities Commission.

Sanson Community Hall 02 account

As at October 30th $4156.87

Payments; $77.25 Genesis Energy

$1000.00 Sanson Swimming Pool $250.00 Naomi Jensen.

Andrews report.

He reported that Rongotea Lions had also made a payment to Naomi Jensen. He spoke about the Council's Long Term Plan and submissions concerning this.

Meeting closed at 9pm

Next meeting December 9th 2020 Committee members please bring a plate.

241 Apiti Community Committee Minutes

Thursday 12th November 2020, Apiti Hall, 7pm

Present Sonya Dearlove; Lesley Thompson; Ken Thompson; Ross Bielski; Felicity McKay Julie O’Rielly, June Barrett

Procedural Matters Action

Apologies That the following be accepted: F Mckay / Alex Roberson, Jemma Roberson, Murray Whitehead, Steve S.Dearlove Bielski. Carried

Previous That the minutes be approved with the corrections. Minutes F Mckay / R.Bielski

Matters None Arising

Correspon Inward: dence • Steve Bielski re- Pohangina Valley East Road Churchill road intersection

• MRSS Workshop 10th November. • Mayor Helen Worboys - Re - Muster 2020 dates .

• Helen King - Community forum to discuss a Feilding Radio for the community.

Outward:

• Jeff Graham in regard to 21st November training day. Jeff is unable to do this waiting on a new date for this.

That inward correspondence received, and outward correspondence approved.

Moved: S Dearlove

Seconded:

K Thompson

242 Financial Account balances as at 30/10/20 Report Hall fund $4451.39

Project fund - $144.05

Payments

Meridian Energy bill $42.88

Need to bill MSSR for hall hire. 10th November Moved: S Dearlove That list of accounts be paid Seconded:

R.Bielski

Committee Reports:

Apiti Russell not Present at Meeting. Domain Developm It was noted that temporary fencing was up. Thank you Russell. ent

Apiti Felicity thanked Ken for his hard work getting it up and running. Not a Communit lot of people using as yet. Keep promoting it. Feilding Library will look in y Library December to see who has used it. Maybe more books over Christmas. Need some more keys made for those who are opening it .

Put in Newsletter again.

Communit Felicity is looking, in January, with community help painting toilets in y Activity cream ready for kids to paint a mural.

Communit Still working on this. Jane working with Council. Went to a meeting at y Bus DHB. project

Apiti Gates Eric and Alex unable to be at meeting.

Apiti Bike Ken has had a call from Higgins. They are behind event and will do Ride traffic control on the day. Lots of people watching site. Ken needs to promote There is $800 carried forward into consolidated funds for bike

243 ride. Ken needs to get some signs done, posters in shops. Looking at doing spot prizes. Function at Tavern after; (sausage and bread and prize giving and spot prizes). 14th March is the date for the Bike Ride. $35 - Adults $5 - kids. Same course as last time.

Apiti District Felicity- Food will be: - steaks, sausages, bread, onions, sauce. Looking Show Food at keeping it simple. Project June has margarine. Pat Hayes gets beef burgers and is happy to sell them to us. Also have an ice-cream vendor coming to show.

Community Reports

Felicity • Following up on some jobs that have not been done by Chairpers Council. on • Getting together a list of helpers who are happy to help to do jobs around Apiti

Mark • Not present so no report given Dickins,

NZ Police

MDC Report • Councillor Steve Bielski unable to come to meeting.

General Business/Any Other Business

. • Christmas event for Committee and Community. Maybe Tavern open to do this?

• Lesley and Ken offered their BBQ for sale $100. J. Barrett propose we buy it. 2nd R. Bielski. Ken to invoice the Committee for this.

• Ross Bielski will upgrade Community phone list next year.

• Ross Bielski also noted that there is still speeding through the Apiti Village. Will talk to Mark Dickins in regard to this.

• Felicity suggests a welcome pack for those new to the

community list.

244

Meeting Meeting finished 8.pm closure

Next 14th January 2021, Apiti Hall 7.30pm meeting Meetings for 2021 will be the 2nd Thursday of every 2nd Month.

245 This meeting was informal as they didn’t have a quorum notes below

Tangimoana Community Committee

7.10pm Mon 16th November 2020

McKelvie Hall

Present: Margaret Angus, Hilary Oxley, Colleen Winn & Cr Alison Short (MDC)

Informal meeting due to lack of quorum. 1. Tangimoana Centennial. A number of good ideas discussed but we urgently need more people to assist. Annie working long hours and we need to relieve her workload. Various groups and the school would be approached to see if they could help by taking on a centennial activity each. 2. Centennial history. Colleen had visited Doug Bennet. He has lots of Tangimoana history but is not well and would like someone with good computer skills to help him scan and upload it. 3. Centennial funding. The Community Committee had earlier tagged $1000 to start the ball rolling. Alison advised that unfortunately the MDC Event Fund, which we were going to apply to has no money left this year. We would ask members at the December meeting if they would reallocate some of the existing community funding to cover further costs. (Tangimoana’s MDC fund has approx. $25,000). 4. Centennial tree planting. Colleen to ring Helen at the MDC Plant Nursery to see if they had a few eco sourced trees suitable for the domain. 5. Saturday November 28th Arts & Crafts fair during the day Community Dinner in evening 6. Boat ramp. Is there anything to update? Will anything need to be done to tidy it up for summer? Are there any plans or fundraising underway? Tangimoana Boat Club. 7. Newsletter. Margaret Angus has very kindly offered to pay for the printing of the community newsletter. Thank you Margaret. 8. ANZAC Project – will see if Paul has anything to report at next meeting. 9. Moa project update. This is being funded by a Creative Communities grant. Hilary has applied to council for an exemption for the cost of a building permit. (as advised) Hilary also presented two options of wording for the plaque. Those present preferred the one with more information. Hilary would look into a stainless steel option. 10. Tables & seats. In the tagged funds, $12,000 has been allocated for picnic tables and bench seats. Bob Padgett, who is experienced in making outdoor furniture, has offered to make them. Quotes would be sort. 11. Alison gave an update on Council issues.

246 • CE Richard Templer finished earlier this month and a farewell was held. • We are currently recruiting for a replacement and one of the managers Shayne Harris, would be acting CE in the interim. • 10 Year Plan keeping us busy. Draft Asset Management Plans for infrastructure complete. A lot to get through by Christmas. • Community Facilities Strategy. This Thursday we are hearing from those who wish to speak to their submissions. Hilary attending on behalf of Tangimoana and will discuss the hall, playground, public toilets and domain. • Roading. With summer fast approaching expect to see roadworks and reseals around the district. Roadside grass has grown very rapidly the past month and Higgins are struggling to keep up with this seasonal demand. If you think long grass is obscuring the safety of an intersection in the area, please ring council and lodge it as a job. • Ohakea Water Scheme (PFAS) design phase is well under way and a project manager has been hired. • Ohakea has also agreed to join the Wastewater Centralisation Scheme and will pay for their portion of the infrastructure.

12. Next meeting Mon 14th December. It was proposed to move the December meeting forward one week as the programmed date is only a few days before Christmas.

Meeting closed 8.50pm.

247 Minutes Hiwinui Community Committee Meeting

17 Nov 2020 at 7:30pm

Hiwinui

School

Present:

Committee Members: Greg Barratt, (Chairperson) Sean Hurley, Phil Pirie, Tracey Mouat (Secretary), Clare Ridler, Richard Fernando, Richard Ramson, Pam Eastcott.

MDC representation: Hilary Humphrey (Hiwinui Community Committee Council Rep) No Item Action

1.1 Welcome Greg welcomed all to the meeting N/A

1.2 Apologies That the following apologies be accepted: Johanna Wood, N/A Janine Hawthorne, Brenda Leigh, Duncan Baker.

2.0 Items for Discussion/Information

2.1 Additional Items The Reid Line footpath has been damaged by a truck in the Richard for the Agenda vicinity of Greer Rd. Hilary provided details for Richard Fernando Fernando to email the council for repair. 2.2 Minutes of the The minutes of the past meeting were read and passed as N/A last meeting an accurate record. Moved: Sean Hurley Seconded: Richard Fernando

2.3 Matters arising Nil N/A from minutes

2.4 Correspondence Inwards:

1. Request to attend the Manawatu Public Radio (MPR) Tracey/ event. Richard F 2. Request from Janine to identify an event for the See 2.14 $1,000 MDC Covid grant.

Outwards: Nil

248 2.5 Chairperson’s Roading intersection upgrade plan - the committee has Phil Report been liaising with the MDC. There are concerns with the lack of a left hand turning bay, and that the proposed widening will not be sufficient. Action: Phil will follow up with the MDC to confirm the details around the widening of the left shoulder.

2.6 Financial Report There is approximately $11,500 available - the Committee Greg needs to identify projects for these funds to be utilised prior to the end of the MDC financial year (Jun 20). Some of this funding is allocated to signs/future planting plan.

2.7 School in the Since the last Hiwinui Community Meeting there have been N/A community a lot of events outside of the classroom. report 1. Online Hops and Vines was awesome and allowed us to subsidise the children’s end of year activities, therefore the fundraising supporting all children. 2. Hiwinui Lamb and Calf Day 3. Yr 7 and 8 Camp to Mi Camp in Taupo 4. Yr 5 and 6 Camp to Sixtus Lodge 5. Rongotea Lamb and Calf Day

Still to come are:

1. Hiwinui and Kainui Athletics are coming up and we are grateful to have had the weather we have so far this week to work on these events. 2. The Prize Giving at Freyberg on Thursday 10th December is the school’s last day.

2.8 Hiwinui Richard is going to investigate options to spray the Richard Beautification pathway for weeds in preparation for planting the bank in Ramson Project 2021. Discussions with the Team Leader Parks & Recreation team MDC around plant selection. A working bee will be organised during the first half of next year.

2.9 Communications Tracey will continue to promulgate action points from the Tracey Committee meeting on Facebook and email (via Richard Fernando).

Tracey has drafted a ‘welcome to Hiwinui’ booklet - once Tracey / all the content has been sourced, Richard Fernando will get Richard it designed into a suitable format. Fernando

249 2.10 Welcome Signs Two sets of signs are up, the remaining signs will be put up Phil when resources are available (approximately a month).

Maintenance of the area needs to be organised - mowing Phil of the grass to make the signs visible. Phil will discuss with Morris.

Richard R raised planting / beautification of the area as an Richard R option for the future.

Phil/Greg Phil requested payment for the building of each of the two signs. The Committee approved the payment.

Design is TBC - it could incorporate the windmill on one side, Richard and ‘Hiwinui’ on the other side (horizontal lettering). Richard R. R. will check with Matt Avery around possible design options now that the fences are installed. Painting/staining of the fence will be confirmed once the materials have been confirmed.

2.11 Local Roading See Chairperson's Report N/A Update

2.12 MDC Update MDC funds for community activities have been exhausted for the year. There are alternative grants that can be utilised.

MDC is working on the budget for the 10 year plan which is limited without a rate increase and increasing expenses.

Hilary noted that there is a level of exhaustion in the community. St John’s Anglican Church is hosting a Blue Tracey Christmas and this may be a good opportunity for community members. Tracey will share the link on our Facebook page.

Kiwirail have lodged a notification of designation - the process is a long one, and ongoing.

250 2.13 Community Jeff (MDC) met with Richard, Brenda, Clare and Tracey to Richard F Response & identify key information for the Community Response and Recovery Plan Recovery Plan. Richard requested for Committee members to advise of their phone number. Richard Ramson and Greg Barrett and Sean Hurley are all happy for their numbers to be provided. Richard will also collate local resources that

could be called on in an emergency (generators, doctors etc) Jeff will provide a draft plan to be presented at the next available Committee meeting.

Tracey will raise the need for a generator grant to be raised Tracey at the next Board of Trustees meeting.

Tracey will request permission from the Vintage Car Club as Tracey a secondary location.

Richard R. will coordinate with the Bunnythorpe/Colyton Richard R Lions to see if they can attend a Hiwinui Community Committee meeting to discuss the Community Response & Recovery Plan (once available) and a coordinated community response.

2. 4 Allocation of Richard F presented options of: 1 $1,000 grant A ‘Sounds of Summer’ event - $600 - three x bands with MPR supporting. Possible dates of 14 or 21 March 2021.

Funding towards a BBQ to support a working bee can still be supported from Hiwinui Community Committee funds.

Action: Richard F will confirm dates with MPR/Hiwinui Richard F School. Tracey will advise Janine of the Committee’s / Tracey intentions so that the funding can be transferred to Hiwinui School.

3. General Business 0 3. Additional Add into the programme - as a permanent agenda item - Clare 1 Agenda Item ‘pathways’ - Clare will provide updates for this item.

3. Justice of the Pam advised that Jacquie Wakefield (local resident) is a JP. Pam/ 2 Peace Pam will confirm whether Jacquie is happy for her details Tracey to be advertised (email, facebook, newsletter) as a JP, Tracey will add it to our communications.

251 3. Communication Pam raised that not all Hiwinui residents have children at Tracey 3 Platforms Hiwinui School - it is a continual challenge to determine how to contact and get information out. We will continue to promulgate via email, website, pamphlet and Facebook to get as wider coverage as possible.

4.0 Meeting Closure

4. Meeting Closure Greg thanked everyone for attending, and the meeting N/A 1 was closed at 9:50pm. The next meeting is Tuesday 15 December, 7:30 pm at Hiwinui School.

There won't be a January meeting, but there will be a Richard F. committee to discuss the Sounds of Summer activity, date TBC.

252 Minutes

Bainesse-Rangiotu Community Committee Meeting

Wednesday, 18 November 2020 at 7.00 pm

Rangiotu Hall

Present: A Horsfall (Chairman), T Donaldson, R Taylor, J Taylor, F Reid and B Law

Also present: W Mudford, S Casey (MDC) and J Hawthorn (MDC)

No. Item Action (who)

1 Procedural Matters

1.1 Apologies That the following apology be accepted: A Horsfall/F Reid A Sterling Carried

1.2 Obituary The committee acknowledged the recent passing away of Graham Terry a valued member of the community by observing a minute’s silence.

1.3 Confirmation of That the minutes from the previous meeting held on A Horsfall/J Taylor Previous Minutes 21 October 2020 be accepted as a true and correct record. Carried

1.4 Matters Arising Beautification

A Horsfall is still yet to catch up with Council’s Roading A Horsfall Manager. Area has been sprayed and mulched and is looking tidy. He noted that the lawn in the area that the lookout is proposed to go is deep in metal.

S Casey reported that Council has advised that before it can consider funding towards beautification work that the Bainesse-Rangiotu community needs to have a Community Plan developed. This would be done by a consultant and would help in progressing plans for beautification. Boffa Miskell were the consultants that developed other community plans. He noted that the consultants would also be able to develop a spatial plan for the beautification project.

The committee were accepting of a community plan being developed including a spatial plan for the beautification and asked how this could be progressed as they are keen to get the beautification work underway as soon as possible.

S Casey said that he would advise the Council that the committee wishes to proceed and asked Alan to send through to him what beautification plans they have got

253 No. Item Action (who)

which he will pass on to the relevant Council Officers to get underway. S Casey/A Horsfall

Community Christmas Function

The function would start at 4.00 pm with dinner being served at 6.00 pm. A working bee is planned for Friday night to clean floors and to start setting up.

Community Contact List A Horsfall/J & R Taylor Contact list still to be prepared.

Police

S Casey noted that the Feilding Senior Sergeant who had said that he would organise for one of the community A Horsfall constables to attend a Bainesse-Rangiotu meeting had recently been transferred to the Tararua District. He will follow this up further with the new Police Sergeant once appointed for possibly attending the February meeting. S Casey

2 Council Matters

S Casey gave the following update:

• Council would be hearing submissions tomorrow on the draft Community Facilities Strategy.

• The Official opening and blessing of the new skatepark in Feilding will be taking place tomorrow.

• Council working to having adopted by end of December a Youth Action Plan and a Better Later Living (Seniors) Action Plan.

• Work has commenced on developing a Housing Strategy.

• Due to receive concept plans on the library redevelopment work. There will be pressure put on Officers by Council to get the cost of this work down.

3 Other Business

3.1 Memorial/ANZAC A Horsfall noted that the unveiling of the plaque at the A Horsfall memorial was held last Saturday with the service undertaken by Bridget who is the hospital chaplain. Bridget has also agreed to take the ANZAC Service. A Horsfall to let those involved in the service previously know.

254 No. Item Action (who)

3.2 Makino Aquatic W Mudford voiced his concern at the level of funding Centre going towards the running of the Makino Aquatic Centre and questioned what rural ratepayers pay compared to the Feilding ratepayers.

S Casey confirmed that although the programmes run at the pool are well patronised, the running of the Makino Aquatic Centre is heavily subsidised by ratepayers which is common with other Councils.

3.3 Feilding Wastewater W Mudford questioned the amount of land that Council currently has secured for disposing the treated wastewater in Feilding. He said that this was well under what was needed when using Horizons’ calculations on what they say farmers need for irrigating based on the number of cows. If the same calculations were used this would mean that Council would need 1,500 acres.

S Casey noted that it was up to Horizons to monitor the conditions of the consent and said that it is not all going to land as when the river is flowing then Council is able to discharge treated wastewater into the river.

3.4 Roading F Reid raised an issue with the new roadworks outside S Casey the Bainesse School noting that when you are coming up past the school from the Himatangi Beach end there are a number of bumps on the road prior to the holding lane which is causing trucks, in particular, to jump to the left.

Members asked why the resealing of Pyke Road and Rangiotu Road has been done piecemeal rather than doing the entire roads. It was noted that there has been very little resealing of the northern part of Rangiotu Road for years. It was also asked why Alve Road was tarsealed as it gets very little traffic going down it.

Members asked how is the resealing of roads determined?

Meeting Closed 7.58 pm

Next Meeting No meeting in December and January. The next meeting is 17 February 2021 at 7.00 pm

255 Council

Meeting of 17 December 2020

Business Unit: Infrastructure Date Created: 01 December 2020

Proposed Tangimoana Detention Pond - Tangimoana Beach Recreation Reserve, Tangimoana

Purpose

The purpose of this report is to seek consent of Council to the granting of an easement by the Chief Executive. This easement is required over the proposed Tangimoana Detention Pond located on the Tangimoana Beach Recreation Reserve located between Paua Street and Domain Parade, Tangimoana.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1. That Council consent to the issuing of an easement over the proposed detention pond located on the Tangimoana Beach Recreation Reserve between Paua Street and Domain Parade, Tangimoana and legally described as Section 27 Town of Tangimoana, forming part of Record of Title WN43A/726.

2. That the Chief Executive be authorised to undertake such further actions as necessary to execute an easement document on behalf of Council to lodge with Land Information New Zealand.

Report prepared by: Wendy Thompson Infrastructure Planner

Approved for submission by: Hamish Waugh General Manager - Infrastructure

256 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

  

2 Background

2.1 There has been community demand through the Long Term Planning process for an increased level of service for stormwater management in Tangimoana. Council responded to these concerns by undertaking a full assessment of the stormwater network in Tangimoana.

2.2 As part of this assessment, Council proposes to construct a small stormwater detention pond and associated infrastructure in the Tangimoana Beach Recreation Reserve.

3 Discussion and Options considered

3.1 Reserves must be managed and controlled in accordance with the Reserves Act. Under subsection 48(1) of the Reserves Act, a territorial authority may grant rights of way and other easements over reserve land, subject to Ministerial consent. The easement must be for one of the purposes stated in ss 48(1) of the Act, including “the provision of water systems” or “providing or facilitating access or the supply of water to or the drainage of any land not forming part of the reserve or for any other purpose connected with any such land.”

3.2 The proposed Tangimoana Detention pond is a water system and the easement will facilitate drainage of surrounding land.

3.3 Council has two roles in granting an easement over a Recreation Reserve.

3.4 The first role is as the administering body of a reserve. This role relates to the decision-making function of the administering body making the decision to grant the easement (including by reference to the statutory processes, relevant management plans, and the functions and purposes of the reserve).

3.5 The Chief Executive has been delegated the powers of the Council under the Reserves Act, including its role as administering authority, and therefore the Chief Executive can be responsible for this first role.

3.6 The second role is the supervisory role as a delegate of the Minister. This role relates to the Ministerial consent to the grant of the easement. The powers of the Minister delegated to the Council are not delegated from Council, with the Minister’s supervisory role sitting with Council under Ministerial delegations.

257 3.7 In making the decision to grant the easement, the Chief Executive, acting in the role as administering body, must make a decision by reference to the statutory processes in the Reserves Act, any relevant management plans, consideration of the functions and purposes of the reserve, and consideration of any objections or submissions of affected parties. The Chief Executives report approving the easement is attached.

4 Operational Implications

4.1 The Tangimoana Village stormwater improvement work formed part of 2018/2028 Long Term Plan and is a priority for Council. Included in the project is the Paua Street catchment which includes the proposed detention pond.

5 Financial implications

5.1 There are no financial implications with the granting of the easement.

6 Statutory Requirements

6.1 The Reserves Act 1977 provides for the management of reserves. As an administering authority under the Act the Manawatu District Council (Council) is delegated certain powers, functions and duties. In addition, the Minister delegated powers to the Council under section 10 of the Reserves Act, via an instrument of delegation dated June 2013.

7 Delegations

7.1 The Reserves Act requires Ministerial consent to the grant of that easement – with the Minister acting essentially in a supervisory role. The Instrument of Delegation delegates the Minister’s power to consent to the grant of an easement over a reserve to the local authority for the district the reserve is located in. The ministerial powers delegated to the Council under the Instrument of Delegation are retained by the Council, with it acting in the place of the Minister.

7.2 As the Chief Executive has approved the creation of an easement then this approval must be presented to Council’s elected members for their consent.

7.3 The Council’s review is limited to ensuring that the necessary statutory processes have been followed and that, on the basis of the evidence, the decision to grant the easement is a reasonable one. This consent from the Council is necessary (as Minister) prior to any easement being lodged with Land Information New Zealand (LINZ).

8 Consultation

8.1 Consultation has occurred through the LTP process and Council staff meeting with the Tangimoana Community Committee.

9 Cultural Considerations

9.1 There are no cultural considerations.

258 10 Conclusion

10.1 The Chief Executive has approved that an easement can be granted over a portion of the Tangimoana Recreation Beach Reserve for the proposed Tangimoana detention pond. As delegates of the Minister this report is to seek consent of Council that the Chief Executive followed the necessary statutory processes to approve the easement and that, on the basis of the evidence, the decision to grant the easement is a reasonable one.

11 Attachments

• Chief Executives Memo approving the easement

259 260 261 262 263 264 265 266 267 268 Council

Meeting of 17 December 2020

Business Unit: Infrastructure Date Created: 05 November 2020

Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge

Purpose

To obtain Council’s approval to enter into the “Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge”.

Significance of Decision

The Council’s Significance and Engagement policy is not triggered by matters discussed in this report.

Recommendations

1. That the report on “Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge” be received.

2. That the Council enters into the “Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge”.

Report prepared by: John Jones Roading Manager

Approved for submission by: Hamish Waugh General Manager - Infrastructure

269 1 Contribution to the Council Vision and Council Outcomes

1.1 Relationship to the Council Outcomes that underpin the Council’s Vision:

Connected, vibrant and thriving Manawatū District – the best lifestyle in New Zealand

Manawatū District Manawatū Manawatū District Manawatū District is Manawatū Manawatū District protects the natural District attracts develops a broad connected via quality District’s built Council is a environment through and retains economic base infrastructure, environment is customer-focussed stewardship of the residents and from its solid services and safe, resilient and efficient District’s natural and businesses. foundation in the technology. and attractive. organisation. physical resources. primary sector.

   

2 Background

2.1 Control and management of the bridge known as Mangaweka Bridge (the Bridge) which is located over the Rangitikei River is vested in Rangitikei and Manawatu District Councils (Councils).

2.2 The Councils are in the process of constructing a new bridge over the Rangitikei River, and the intention is for part of the existing Ruahine Road, which includes the Bridge, to be stopped once construction of the new bridge is completed.

2.3 The expected opening date for the new Mangaweka Bridge is June 2022. The Councils have reviewed a variety of options for the Bridge once it is no longer part of the roading network, including deconstruction, retention and adaptive re-use.

2.4 On 5th August 2019 a public meeting was held at Awastone, 143 Ruahine Road, Mangaweka. The majority of people in attendance supported the retention of the existing bridge as a walking and cycling facility.

2.5 On 22 August 2019 Manawatu District Council resolved to retains the existing Mangaweka Bridge as a walking and cycling facility.

2.6 On 29 August 2019 Rangitikei District Council resolved to retains the existing Mangaweka Bridge as a walking and cycling facility.

3 Discussion and Options considered

3.1 The Councils have determined that they will not have any need to continue to operate the Bridge once a new bridge is constructed and operational, and options and expressions of interest from the Mangaweka Heritage Incorporation (Incorporation) have been considered by the Councils.

3.2 The attached Memorandum of Understanding (MOU) outlines the common understandings, considered as acceptable, on how potential rights and management obligations in respect of the Bridge may be transferred to the Incorporation.

4 Operational Implications

4.1 The Councils will remain owners of the Bridge.

270 4.2 The Councils intend to offer in good faith the opportunity for the Incorporation to assume responsibility for the maintenance and management of the Bridge.

4.3 The Councils will facilitate a transfer of management obligations in respect of the Bridge to the Incorporation, when in a position to do so. And if the Councils are satisfied the Incorporation has the ability to operate the Bridge into the future to a satisfactory standard and meet various technical targets described in the MOU.

4.4 The Councils will prepare (in consultation with the Incorporation) an Engineering Maintenance Plan and liaise with the relevant consenting agencies in relation to that Plan

5 Financial implications

5.1 Retention of the bridge would require upfront maintenance and repair work. This would include repairs to running boards, decayed timber kerbs, and replacing handrails to comply with the building code.

5.2 These works would bring the bridge to an acceptable footbridge standard and extend its lifespan for at least another 50 years. During this time, ongoing maintenance and inspection will be required, including replacement of the deck timbers as required.

5.3 Then an average annual maintenance cost is estimated to be $20,000. These costs would be shared equally by the Councils. However these costs would not attract a subsidy from Waka Kotahi (Transport Agency).

6 Statutory Requirements

6.1 Legislation is established by Central Government and must be complied with at Local Government Level. Significant legislation and regulations affecting the Transportation activities are provided in the table below.

Legislation and Regulation Transportation Impacted Range Building Act 2004 * Civil Defence Emergency Management Act 2002 ** Climate Change (Emissions Trading and Renewable *

Preference) Act 2008 Climate Change Response Act 2002 (and * amendments) Land Drainage Act 1908 * Land Transport Management Act 2003 *** Local Government Act 2002 *** Local Government Rating Act 2002 * Local Government Rating Act 1974 ** Public Works Act 1981 (and amendments) * Reserves Act 1977 (and amendments) * Resource Management Act 1991 (and amendments) ** Telecommunications Act 1987 * Utilities Access Act 2010 *** Health and Safety at Work Act 2015 **

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7 Delegations

7.1 Council has delegated authority to decide this matter.

8 Consultation

8.1 A draft Memorandum of Understanding (MOU) was provided to Mangaweka Heritage Incorporation (the Incorporation) in August 2020 for their consideration. The Incorporation met in September 2020 and provided their feedback.

8.2 The Incorporation advised that they wish to take on responsibility for the long-term preservation, maintenance and management of the bridge as a historic structure and walkway/cycleway for the public. However, they want the Council to retain ownership of the bridge. The draft MOU was amended reflect the Incorporation’s position.

8.3 Following this, the draft MOU was submitted to the Chief Executive of Rangitikei District Council (RDC) for consideration. RDC provided their feedback and included some minor amendments to the MOU.

8.4 Subsequently, Manawatu District Council confirmed their acceptance of the amended MOU.

9 Cultural Considerations

9.1 To date the following groups have been consulted: Ngati Whitikaupeka, Ngati Tamakopiri, Ngati Te Ohuake, Ngati Hauiti, Ngati Apa, Ngati Raukawa, Ngati Hinemanu, Te Roopu Ahi Kaa, Nga Manu Taiko, and Ngati Tuwharetoa.

9.2 There are no cultural considerations associated with this initiative.

10 Conclusion

10.1 The MOU provides a reasonable approach to the prospective management and adaptive re- use of the Historic Mangaweka Bridge.

11 Attachments

• Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge

272 Memorandum of Understanding in respect of the prospective management and adaptive re-use of the Historic Mangaweka Bridge

Agreement dated ……………………………………………………………. 2020 Parties Rangitikei District Council and Manawatu District Council (the Councils) and The Mangaweka Heritage Incorporation (the Incorporation), an Incorporation formed on 4 June 1992 to manage and utilise the historic sites in Mangaweka.

1 Background 1.1 Control and management of the bridge known as Mangaweka Bridge (the Bridge) which is located over the Rangitikei River is vested in the Councils. 1.2 The Councils are in the process of constructing a new bridge over the Rangitikei River, and the intention is for part of the existing Ruahine Road, which includes the Bridge, to be stopped once construction of the new bridge is completed. 1.3 The expected opening date for the new Mangaweka Bridge is 2022. The Councils have reviewed a variety of options for the Bridge once it is no longer part of the roading network, including deconstruction, retention and adaptive re-use. 1.4 The Councils have determined that they will not have any need to continue to operate the Bridge once a new bridge is constructed and operational, and options and expressions of interest from the Incorporation have been considered by the Councils. 1.5 This Memorandum of Understanding (MOU) outlines the common understandings, considered as acceptable to the Councils, on how potential rights and management obligations in respect of the Bridge may be transferred to the Incorporation. 2 Principles 2.1 The parties recognise that the Councils and the Incorporation have obligations arising from their respective roles and responsibilities; 2.2 Each party commits to consider, investigate and endeavour to resolve any conflicts as they arise in a manner that maintains the accountabilities of each party and recognises each party’s objectives; 2.3 Each party will maintain control over their respective areas of accountability and responsibility and will endeavour to keep the other advised of issues that may affect the other party as a result of the activities of the other; 2.4 This MOU relies on the assumption that the required approvals for re-use of the Bridge by the Incorporation will be granted and that they will achieve their proposed objectives in relation to that re-use. The parties intend to work together in good faith to obtain any required

273 consents and to fully investigate the option of transferring management control of the Bridge to the Incorporation when the Councils are in a position to do so; 2.5 This MOU will cease to have effect if either party decides not to proceed with the transfer of the bridge or the bridge is returned to the Councils within 5 years. 3 The Rangitikei and Manawatu District Councils’ Objectives 3.1 The Councils’ objectives as they relate to the Bridge include: 3.2 Finding an appropriate and responsible solution to an asset which is expected, on completion of a new bridge, to be no longer within the local road corridor. 3.3 Providing an opportunity for the Incorporation to pursue an adaptive and sustainable re-use proposal. 4 The Incorporation’s objectives in relation to adaptive re-use are to: 4.1 Successfully manage a range of adaptive re-use options associated with the Bridge; 4.2 Ensure that the Incorporation meets its target business plan objectives including logistical, financial, and legal obligations in relation to the utilisation of the Bridge; 4.3 Provide all relevant ‘technical information’ including as described herein, reports and any additional information that is considered relevant to achieving the business plan objectives. 5 Undertakings 5.1 This MOU is a good faith agreement outlining aspirations of the Parties, anticipated future agreements and associated conditions that will facilitate a transfer of management obligations in respect of the Bridge by the Councils to the Incorporation; 5.2 The parties agree to deal with the transfer of obligations in respect of the Bridge to the Incorporation and agree in principle the Councils may resume responsibility for the management of the Bridge any time up to five years from the date of transfer of obligations. 6 The Rangitikei and Manawatu District Councils: 6.1 Will remain owners of the Bridge; 6.2 Intend to offer in good faith the opportunity for the Incorporation to assume responsibility for the maintenance and management of the Bridge when the Councils are in a position to do so; 6.3 Will facilitate a transfer of management obligations in respect of the Bridge to the Incorporation, when in a position to do so, if the Councils are satisfied the Incorporation has the ability to operate the Bridge into the future to a satisfactory standard and meet various technical targets described herein; 6.4 Will prepare (in consultation with the Incorporation) the Engineering Maintenance Plan identified in Appendix A and liaise with the relevant consenting agencies in relation to that Plan 7 The Incorporation: 7.1 Accepts that they must deal with their use and operation of the Bridge as required by the District and Regional councils. 7.2 Will accept liability for the operation and maintenance of the Bridge if an agreement is ultimately entered into for transfer of responsibility in respect of the Bridge to the Incorporation;

274 7.3 Will allow entry of authorised monitoring and compliance inspectors, including: District and Regional Council and WorkSafe inspectors onto the Bridge; 7.4 Will accommodate or account for the interests of any other potential affected parties, such as the Department of Conservation, Land Information NZ, WorkSafe NZ, Maritime NZ, and Heritage NZ 7.5 Will prepare the Public Health and Safety Plan identified in Appendix A (and, if the Bridge becomes heritage listed, the Conservation Plan identified in Appendix A). 7.6 Will account for public liability and hold appropriate public liability insurance according to the proposed use and operation of the Bridge, in the event management of the Bridge is transferred to the Incorporation; 7.7 Will provide a yearly report at the end of the Incorporation financial year to the Councils for five years from the date of transfer on the Incorporation’s operation of the Bridge. Within that report: account for: funding operation; utilisation by public; work programme and actual works, inconsideration of the Technical Requirements (refer: Appendix A): (1) Conservation Plan; (2) Public Health and Safety Plan; (3) Engineering Maintenance Plan.

EXECUTION

Signed for and on behalf of the Rangitikei District Council by: Peter Beggs Chief Executive Officer Rangitikei District Council Authorised signatory Signature of witness

Name of witness Date Occupation

City /town of residence

275 Signed for and on behalf of the Manawatu District Council by: Name to be confirmed Chief Executive Officer Manawatu District Council Authorised signatory Signature of witness

Name of witness Date Occupation

City /town of residence

Signed for on behalf of the Mangaweka Heritage Incorporation by: Alison Dorrian Chairperson Authorised signatory Signature of witness

Name of witness Date Occupation

City /town of residence

276 Appendix A Technical Requirements These are to be treated as a ‘Minimum Standard’; as regulatory requirements by other Consenting Authorities (including Horizons Regional Council, Rangitikei District Council, Manawatu District Council, Department of Conservation, Heritage NZ, and WorkSafe NZ) which may require higher standards. 1. Conservation Plan A Conservation Plan Covering the conservation, care and management of the Bridge must be completed and submitted to Heritage NZ within 6 months of handover and /or public operation of the bridge. Only required if bridge is heritage listed. 2. Public Health & Safety Plan A Public Health & Safety Plan covering the working operation and managed for public access must be completed within 6 months of handover but before any public operation of the bridge. Such a plan should outline the public liability cover and renewal periods that the Incorporation will hold during its tenure. 3. Engineering Maintenance Plan An Engineering Maintenance and Management Plan covering all current needs and then potential future needs (eg for “deferred maintenance” such as structural painting for corrosion protection) must be completed and within 6 months of handover and /or public operation of the bridge. Such a plan is expected to contain at least the following; • Identification of all key elements of the bridge in need of attention and: [a] the immediate approaches and actual maintenance urgently required; and [b] maintenance required for not so urgent elements. These elements include [not limited to]: piles; concrete pier caps and abutment foundations; steel beams and bracing; holding down bolts and bearing plates; deck structure; edge barriers and handrails and associated attachments. • The ‘immediate approaches’ must include and account for movement between the bridge and approaches, such that there is no appreciable step for walking and cycling and that the surfacing is trafficable for such use. • Identification and detailed description of the current state of those ‘key elements’, noting and prioritising defects according to the particular span and element. This should include proposed time and works to be undertaken. It should also include an evaluation of potential remedial options where appropriate. • A maintenance /repair schedule for the bridge and approaches with preliminary assessed costs and based on projected revenues, and broad timeframes for the primary activities based on inspections /investigation and evaluation. • An outline of the proposed schedule of structural inspections both on the bridge and underneath the bridge. Depending on the outcome of those inspections, there may be a requirement for more detailed investigation including underwater inspection and testing.

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