Council Agenda - 12-02-20 Page 93
FOR DECISION MŌ TE WHAKATAUNGA
To: Mayor and Councillors
From: Community Engagement Manager Community Engagement Officer
Date: Thursday, 12 December 2019
File reference: Document : 2663720 V1.0.348 Appendix A : 2704242
Portfolio holder: Clr. Tilsley - Community Initiatives
Meeting date: Wednesday, 12 February 2020
Subject: Community Initiatives Report for December- January 2019 including Requests for Financial Assistance.
Recommendation: THAT the report be received, and THAT the correspondence from Ryan Millar be received, and THAT $500 is granted from the Waihi Ward Community Assistance Fund to Ryan Millar towards the Adelaide 2020 Tennis Academy costs.
Purpose
The Community Services and Development Group is responsible for the delivery of Council’s Community Initiatives activities. A report on these activities will be presented to Council on a monthly basis. Any requests for financial assistance from community groups are also presented in this report.
Grants and Donations
Each Ward has budget set aside for Community Assistance Funding. This fund is for the discretionary allocation of grants or donations towards activities, individuals, or groups as determined by the respective ward members. The ward Chair has the delegated authority to approve grants towards hall hire costs, and, along with one other ward member can approve grants up to $300 from this fund. Requests for financial assistance above $300 are decided by the full Council with recommendation(s) from the appropriate ward.
6320: Plains Ward Community Assistance Funding
The following commitments have been made from the Plains Ward Community Assistance Fund:
Organisation Amount Granted
Ngatea Community Garden (est.) $517.78 Council Agenda - 12-02-20 Page 94
NALG Hauraki 2020 Nationals $500.00
Hauraki Plains Order of St. John (hall hire) $75.00
Special Olympics Thames Valley (hall hire) $105.00
Hauraki Plains Lioness Club (hall hire) $50.00
Kerepehi Marae (Korowai Project) $500.00
Ngatea Lions - IDOP (hall hire) $50.00
Ngatea Lions – IDOP $500.00
Kerepehi School $336.50
Waitakaruru School $325.00
‘Welcome to Ngatea’ signs $3,520.00
Paeroa Pipe Bands & Tattoo Committee $1,500.00
Ngatea Primary School (hall hire) $140.00
TOTAL ALLOCATED $8,119.28
UNALLOCATED $4,430.74
The Plains Ward Community Assistance Fund has increased due to a reassignment of a grant to the Kaiaua Community Hall committee.
6310: Paeroa Ward Community Assistance Funding
The following commitments have been made from the Paeroa Ward Community Assistance Fund:
Organisation Amount Granted
Hauraki Re-use Trust (hall hire) $35.00
PCST Volunteer Drivers $500.00
Habitat 4 Humanity – Sam Dyer $500.00
Paeroa Boomerang Bags $500.00
Goldfields School (hall hire) $160.00
Paeroa Pipe Bands & Tattoo Committee $2,500.00
Paeroa Neighbours $1,000.00
Paeroa Basketball Assn $200.00
Thames Valley Touch Assn $200.00
Paeroa Night Owls CP $1,000.00
TOTAL ALLOCATED $6,595.00 Council Agenda - 12-02-20 Page 95
UNALLOCATED $11,050.62
6330 Waihi Ward Community Assistance Funding
The following commitments have been made from the Waihi Ward Community Assistance Fund:
Organisation Amount Granted
Waihi Basketball Assn (hall hire) $400.00
Order St. John $150.00
Keep Waihi Beautiful $225.00
Waihi College Astro Cheerleaders $400.00
ECHO Walking Festival 2020 $500.00
Keep Waihi Beautiful $1,025.49
Paeroa Pipe Bands Tattoo Committee $1,500.00
Art Waihi (hall hire) $165.00
Open Doors (hall hire) $585.00
It’s Not OK WAH/WBH 250.00
TOTAL ALLOCATED $5,200.49
UNALLOCATED $9,430.56
6300.424: District General Funding
Council also has a District discretionary fund that is available for general or more significant activities or projects that provide a benefit to more than one ward.
The following commitments have been made from the District General Funding:
Organisation Amount Granted
LTP2018-28: The Treasury / Coromandel Heritage Trust $20,000.00
LTP2018-19: Paeroa Historical Maritime Park $120,000.02
C18/47: Kaiaua BC Subsidy Y2 (0 of 10) $20,000.00
TOTAL ALLOCATED $160,000.02
UNALLOCATED ($38,616.74)
6350: Significant Natural Areas and Heritage Features Incentives Funding (SNA&HFI)
The SNA and Heritage Features Incentive Fund is a contestable fund of up to $20,000 per year, which is administered by Council. The purpose of this fund is to encourage and assist landowners with SNAs and/or Heritage Features to actively maintain and/or enhance their Council Agenda - 12-02-20 Page 96
SNA or Heritage Feature. Funding can be applied for at any time and an application form is available from the Planning and Environmental Services team.
The following commitments have been made from the SNA&HFI Fund
Organisation Amount Granted
C19/359: Patetonga Memorial Church $5,000.00
C19/358: Paeroa RSA $5,000.00
TOTAL ALLOCATED $10,000.00
UNALLOCATED $55,332.00
Each Ward and the District have recreational facilities development funds accumulated from development contributions that are available for investment in public capital items i.e. physical assets such netball courts, domain lighting etc.
9558: Plains Community Recreational Facilities Development Fund (CRFDF)
The following commitments have been made from the Plains CRFDF:
Organisation Amount Granted
Dudding Reserve $20,000.00
Turua Walkway $20,000.00
TOTAL ALLOCATED $40,000.00
BALANCE $159,793.31
9559: Paeroa Community Recreational Facilities Development Fund (CRFDF)
The following commitments have been made from the Paeroa CRFDF:
Organisation Amount Granted
LTP2018-28: Paeroa Historical Maritime Park $200,000.00
CSDC18/119&120: Paeroa Menz Shed $2,500.00
PAWC10/62: Primrose Hill Reserve planting $3,000.00
C19/384: Paeroa BMX Club $15,000.00
TOTAL ALLOCATED $220,500.00
BALANCE $136,582.56
9560: Waihi Community Recreational Facilities Development Fund (CRFDF)
The following commitments have been made from the Waihi CRFDF:
Organisation Amount Granted
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TOTAL ALLOCATED $ 0.00
BALANCE $523,361.37
9557: District Community Recreational Facilities Development Fund (CRFDF)
The following commitments have been made from the District CFRDF:
Organisation Amount Granted
TOTAL ALLOCATED $ 0.00
BALANCE ($11,862.57)
9561: District Community Projects Assistance Fund (CPAF)
Council has an investment fund of which a percentage of the interest is set aside for grants to community projects of a more significant nature.
The following commitments have been made from the District CPAF:
Organisation Amount Granted
2013/14 Annual Plan: Karangahake Reserve development $517,000.00
TOTAL ALLOCATED $517,000.00
BALANCE $51,757.17
6200: District Social Strategy Fund [SSF] (-ex Contestable/Discretionary Social Fund)
A percentage of the interest allocated from the investment fund is set aside for initiatives that address issues identified in the Social Strategy action plan.
The following commitments have been made from the District Social Strategy Fund [SSF]:
Organisation Amount Granted
C18/219: Age Concern Thames $5,000.00
C18/266: Creative Waikato Arts Navigator $2,000.00
CSDC18/61: Hauraki Citizens Advice Bureau $10,000.00
Keep Waihi Beautiful $1,582.00
TOTAL ALLOCATED $18,582.00
UNALLOCATED $68,892.00
Council Agenda - 12-02-20 Page 98
Requests for Financial Assistance
Council has received a request for financial assistance for your consideration.
Ryan Millar – Tennis Training [2704242]
Mr. Millar writes seeking financial assistance for eight weeks of tennis training in Adelaide Australia.
The writer has identified that the training will cost a total of $8,000 and that he has sponsorship to help out with some of the costs.
In considering making a grant to this request two (2) options are offered:
Option One – Decline the request for a grant Option Two – Grant $500.00 from the Waihi Ward Community Assistance Fund
The Ward’s Community Assistance Fund is an appropriate source of funding for this type of community activity; there is sufficient funds in the Waihi Ward to support Option Two.
The Waihi Ward Committee recommend Option Two:
THAT $500 is granted from the Waihi Ward Community Assistance Fund to Ryan Millar towards the 2020 Tennis Academy costs.
Social Initiatives
The Social Strategy Working Party (SSWP) met on the 29 January 2020 to discuss the progress to date of items highlighted in the Social Strategy Action Plan and to set a focus for the year moving forward.
Agenda items included recommendations for Better Futures Hauraki (BFH) direction; It’s Not OK Campaign and Keep New Zealand Beautiful – the need for district wide champions; review of the Social Strategy Towards 2028 document and action plan.
Outcomes of the meeting included: focus on a BFH Mental Health sub-meeting with social agencies within the district; the possibility of revisiting the Elephant in the Paddock campaign for a district wide approach; continued promotion of the EECA Warm Healthy Homes funding; and potential district champions for Keep New Zealand Beautiful.
The next SSWP meeting is scheduled for Wednesday the 26th of February after the Council meeting where the main focus will be review of the Social Strategy Toward 2028 document and action plan as well as planning for a BFH Mental Health meeting.
Sister Cities
Staff have been advised that the International Youth Friendship Camp that is normally held in Jiading, China during July/August has been cancelled for this year.
The education exchange that normally takes place during August~October is currently under review but is likely to be cancelled for this year as well.
Jiading has not been affected by the coronavirus outbreak which originated in Wuhan city some 800 kilometres away to the east.
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Other Initiatives
Citizenship Ceremony
The next ceremony will be held on Wednesday the 26th of February, with 14 candidates on the list to receive their citizenship certificates.
Creative New Zealand [CNZ CCS]
The next funding round for the Creative New Zealand Creative Communities Scheme will be open for application on Monday the 17th of February and will close on Monday the 16th of March.
ANZAC Day 2020
Planning is underway for district wide ANZAC services. Traffic Management Plans have been submitted for all three parades, with Paeroa and Waihi having gained approval and processing of Ngatea dependant on the highway reconstructions works.
The Community Engagement Officer is currently setting up meetings with the RSAs and schools involved in each ward.
Katie McLaren John McIver COMMUNITY ENGAGEMENT OFFICER COMMUNITY ENGAGEMENT MANAGER
Council Agenda - 12-02-20 Page 100
APPENDIX A: Request for Financial Assistance – Ryan Millar [2704242]
23 January 2020
Tennis Funding
Hi my name is Ryan Miller. I’m 19 years of age and have practically lived in Waihi my whole life. I was born here! So it’s been home for most of my time. I’ve been playing tennis since my early years at College. I’m still playing now and to a relatively high level. I have an opportunity to go and train and an elite academy in Adelaide, AU. This will be for a period of 8 weeks. Training 6 days a week. With an organised program with professional coaches. So the cost of the whole experience which includes living, training, everything to do with training will cost me $8,000. I have a sponsor that is going to help me out with the costs, to a certain extent, if not maybe the whole price. I was just wondering if there would be any help I can get from you. I was recommended I should try you by Susan O’Brien the tennis lady at Waihi. I really want to give this all a big shot overseas and see where it goes. I know it’s short notice, but my training will effectively be starting on 10th of Feb. I’ll be flying to Adelaide 8th of Feb. Again thank you very much for even reading my mail! Thanks
From: Ryan Miller [[email protected]] Sent: Thursday, 30 January 2020 8:58 a.m. To: ------Subject: Re: Tennis funding
Hi I’ve just looked at some possible return flights, I have found a few that are $570 NZD. So if you could get back to me, I have texted Waihi Lions and will call them today! I’m meeting with my sponsor today to discuss the training side of the whole experience!
Yours sincerely - Ryan Miller Jones
> On 29/01/2020, at 10:01 PM, Ryan Miller << >> wrote: > > Hey! > So I’ve been accepted to train at a tennis academy in Adelaide, AU. For 8 weeks. I need funding desperately to cover my food and my travel expenses! My flights. If you could get back to me! I will be flying on the 8th of Feb so need this to all go ahead soon if it’s possible! Thank you. I look forward to a response! Thanks again > My flights would cost around $700 return, & for my food the costs would be around $1000 maybe more. Thanks > I’ve been working so hard to get to the level I am at but I need funding to help out. This is a life changing experience! I’m not saying you know pay for me, but if any funding is possible I would absolutely appreciate it! > > Yours sincerely - Ryan Miller Jones >
Council Agenda - 12-02-20 Page 101
Information Report
To: Mayor and Councillors
From: District Library Manager, Community Facilities Officer, Parks & Reserves Manager
Date: Friday, 31 January 2020
File reference: Document: 2663718 Appendix A: 2707104 - Hauraki District Sport Coordinators (Sport Waikato) Quarterly Report
Portfolio Holder: Cr Rino Wilkinson – Community Recreation
Meeting date: Wednesday, 12 February 2020
Subject: Community Recreation Monthly Report for December 2019/January 2020
Recommendation: THAT the report be received.
1 Purpose The Community Services and Development Department is responsible for the delivery of Council’s Community Recreation activities, including libraries, district swimming pools, sports fields, recreation reserves and district sports co-ordinator (Sport Waikato). A report on these activities will be presented to Council on a monthly basis.
2. District Libraries
Goal: Library services are provided in a customer focused and effective way to support the recreational needs of the community
Our Community Engagement Librarian regularly produces a newsletter which is available in print and online. The Summer issue promoted: DVD Summer Special, Pirate themed summer reading programme, Summer Story Time, Super Smash reading challenge for kids, new library App, recommended reading for summer, how to access our e-book collection, Book Chat Groups – upcoming dates. https://mailchi.mp/133d67cc3c3d/library-connect-nov2019-4020031
Staff have been liaising with the committee of the Kaiaua Community Library in order to find out ways the two library systems can work together more closely and effectively. From an analysis of their borrowing from us over the past few years, we have established that they no longer need to borrow as many items as they have in the past. They have also trialled borrowing some items from Ngatea Library which is closer for them, rather than travelling to Paeroa as they have done in the past. This was a successful option which they will utilise in future.
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Goal: An appropriate range of print, audio visual and electronic resources are provided to ensure public access to learning materials:
As a member of the Kotui consortia of libraries, we now have a new library app which allows customers to easily access the library and perform a range of tasks for themselves and their family. It replaces the Bookmyne app which had basic functions only. Customers will be able to see all items they have on loan, renew them if needed, search the catalogue, place holds, search and download e-books. They may also search a limited number of our databases from the app.
Goal: Libraries attract a wide audience:
During the month of January, we offered special Summer Story Time sessions at all our branches. It was new for Ngatea to be offered events like this and while the uptake was not high, we believe it worthwhile to begin this process. By trialling different types of programmes, we will learn more about the community’s needs and preferences.
Goal: Future directions
From the work that the project team has done over the past six months, we have concluded that to effectively implement RFID technology in our libraries, extra funds may be required. A separate report on this will be submitted.
As discussed with Council at 10 April 2019 meeting there was a decrease in the use of rental collections following the fees increases in 2018. To promote these collections and ensure the retaining of some revenue from these collections, Council approved a number of adjustments to the fees schedule for special promotions. We have developed a plan for the year to roll out a series of different promotions in a strategic way. We began over the summer with the “Get 3 Pay for 2” DVD’s during the school holidays, which was particularly successful in Ngatea with 40 DVDs being issued.
Monthly Statistics and Trends
These are showing trends common to New Zealand public libraries generally, not just our district: 1. Slight decreases in borrowing of physical items and major increases in electronic borrowing. It is encouraging to see that Ngatea bucked this trend with an increase in borrowing, and only 50 items can be attributed to Kaiaua borrowing some of their bulk loan from there in early December. 2. Exponential increase in use of Wi-Fi in libraries, which requires us to have enough seating and appropriate spaces for people. 3. December shows a levelling off in the increase of new members compared to December last year but we don’t see this as an overall trend given that across the year we have increased the percentage of the district who are members. We are encouraging digital memberships for our regular APNK users and have plans over the next three years to extend community engagement programme as outlined in our previous report.
Issues: Dec 2018 Dec 2019 Difference Percentage difference (print books, dvds, between Dec 2018 & audiobooks, magazines) Dec 2019 Ngatea 872 1025 153 18% Paeroa 3303 2994 -309 -9% Waihi 4598 3962 -636 -14% DISTRICT 8773 7981 -792 -9%
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DISTRICT COLLATION OF Dec 2018 Dec 2019 Difference Percentage difference OTHER MEASURES between Dec 2018 & Dec 2019 E-book issues 493 997 504 102% APNK sessions 1286 1218 -68 -5% Wifi sessions 4693 6338 1645 35% New members 32 30 -2 -6% Percentage of district who are library members 52% 54%
3. District Swimming Pools The Christmas/New Year period was reasonably quiet for the pools but with some very good weather throughout the month of January all 3 pools had a good number of swimmers through the gates. Overall for the season so far we are seeing similar numbers to last season.
After painting and remedial works were completed we opened the Ngatea Pool on the 9th of December losing 3 weeks to begin the season which although not ideal the results were really good. As a way of thanking the community for their patience we offered free entry to the pool for the first weekend which proved to be popular with 200+ people taking the opportunity over the 2 days.
Always a popular hit with the youth that frequent the pools, three new pool inflatables arrived in early January and are now in full swing operating each weekend and public holiday where possible.
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The below shows totals for year to date. 2018/19 totals in brackets.
Ngatea Totals:
Month: Swims: Schools: Shop Items:
November: 0(276) 0 0(27)
December: 1150(1445) 639 52(212
January: 2066(1998) 0 57(303)
Paeroa Totals:
Month: Swims: Schools: Shop Items:
November: 1172(536) 306 55(24)
December: 1115(1128) 246 60(91)
January: 1976(1854) 0 110(171)
Waihi Totals:
Month: Swims: Schools: Shop Items:
November: 548(199) 564 26(15)
December: 1000(1011) 507 71(41)
January: 1504(1812) 0 83(151)
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Project on track
Off track but will be on track soon Off track/ behind schedule/over budget
Key Projects - Recreation
Project Actual Spent Forecast at Budget Timeframe % Complete Comments Project Name Manager (YTD) Completion
Purchases within District Libraries - Books Budget. District 41% $60,901 $147,272 budget Approved budget: $147,272 Librarian ● ●
Licence to occupy signed allowing Council to install a toilet on the Hall Karangahake Reserve Development Senior Project 10% $3,997 $255,000 Committee Land. The Approved budget: $517,000 Manager ● ● toilet facility has been ordered and delivery is expected in May 2020. The Historical Maritime Park has received over $700,000 towards their project from the Wharf St / Ohinemuri River Jetty Economic Provincial Growth Development Fund. At the Council Approved budget: $200,000 25% $99,264.50 $200,000 Officer ● ● meeting on 28 August it was decided how the funds from Council will be advanced for the project and the current MOU has been
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adjusted to reflect these milestones. Resource consent has been received from WRC and draft conditions for consent have been sent to the Park by HDC. Funds have been advanced to the Park for the deposit on a vessel as well as funds for the resource consent process. The 270m Piako Rd section is complete. A section of Oparia rd is scheduled to be mowed as a temporary walkway. Project Turua Walkway Budget for this project Management Approved budget: $40,000 10% $10,556 $45,000 is insufficient on the Team ● ● basis of revised
quotes received. Staff will work with community to assist with fundraising for budget shortfall.
This will now happen in conjunction with the Palm pruning at Decorative Lighting for trees in the main Parks and Railway Reserve. This street of Paeroa. Reserves 45% $9,514.00 $15,000 will be a cost saving Approved budget: $15,000 Manager ● ● measure due to Traffic Management being required for both.
Seating and roof Dudding Reserve Parks and gutters are scheduled Reserves 75% $46,308 $65,000 Community Notice board and landscaping. to be installed before Manager ● ● Approved budget: $61,000 the end of February.
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The playground equipment to be installed has been determined. All external funders have responded to applications. $17,000 Parks and Victoria Park Playground upgrade has been approved Reserves 5% $45,000 Approved budget: $45,000 from Trust Waikato, Manager ● ● $26,000 from the Lion Foundation and $34,500 from the Lotteries Commission. This brings the total funding for the project so far to $137,500.
Work on the vehicle Parks and entrance has begun. Paeroa Domain Entrance Upgrade Reserves Designs for the Approved budget: $73,114 ● ● 0% $7,741 $73,000 Manager pedestrian entrance are being drafted.
Parks and Quotes for this project Gilmour Park Playground Poured Surface have been received Reserves 0% $0 $45,000 Approved budget: $45,900 Manager ● ● and are being evaluated.
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6. General
Pre-Season Super Rugby Game- Waihi
The game between the Chiefs and the Blues in January was a huge success with a sell-out crowd of 4,000 in attendance. The C&M team did a fantastic job organising the traffic management for safe pedestrian access to the venue, and delivering rubbish bins and tiered seating to the field.
Parking in Karangahake
The number of visitors to the Karangahake Gorge over the holiday season has overloaded vehicle parking capacity in the area. In order to mitigate dangerous parking, it was decided to utilise space at Corne’s Paddock in County Rd as temporary overflow parking which provides parking for approximately 40 vehicles.
Tree Report for Parry Palms
During the winter of 2019, it was discovered that five trees in the Parry Palms road reserve were in very poor condition and posed a real risk to traffic and pedestrians. Further investigation determined that a number of other trees were in decline, prompting the need for a full condition assessment of the trees in that area. The results of that report are that a further 19 trees will need to be removed and replaced within the next 3 to 5 years.
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Morgan Park Update
Recent funding applications have returned an addition $80,000 for further development at Morgan Park. An architect has been commissioned to provide concept plans for extension to the Hub building, and a contractor has been appointed for the relocation of the croquet club building.
Hauraki District – Sports Co-ordinators (Sport Waikato) Quarterly Report
Attached (as Appendix A) is the Hauraki District Sport Coordinators quarterly report for the information of the members.
Helen O’Carroll DISTRICT LIBRARY MANAGER
Adam Chwesik COMMUNITY FACILITIES OFFICER
Paul Matthews PARKS AND RESERVES MANAGER
Whaarangi 9 of 9 Council Agenda - 12-02-20 APPENDIX A Page 110
Hauraki District Report 1/10/2019 - 31/12/2019
Julie Stephenson [email protected] 027 486 4955 Council Agenda - 12-02-20 Page 111
Contents
1. FOREWORD – Dr Amy Marfell, Sport Waikato GM Regional Leadership ...... 2 2. LOCAL DELIVERY ...... 3 3. REGIONAL SPORT WAIKATO TEAM UPDATES ...... 8 4. GENERAL INTEREST ...... 11
1. FOREWORD – Dr Amy Marfell, Sport Waikato GM Regional Leadership This quarter included the celebration of our local sports people and volunteers through the delivery of 9 district Sports Awards. Always a highlight on the calendar, the Sports Awards are a proud moment in the districts and represent an important opportunity to celebrate all that has been achieved by athletes, coaches, administrators and volunteers. This year saw increases in nominations in the Innovation in Sport and Recreation category, which highlights the effort organisations and groups are going to in order to think differently and more inclusively about opportunities for activity. This year’s awards were also a brilliant show of the emerging talent of our Region’s youth, with a number of districts celebrating the incredible talents of young people across a number of categories and sports. We now look forward to hosting the Regional Sports Awards in Hamilton on the 30th of January.
A major focus for Sport Waikato across the last period has been the completion of the Moving Waikato 2025 Horizon 1 review and direction setting for the next strategic period. With the support of an expert Advisory Group (including representatives from Local Authorities, Health, Education, and iwi), we have reviewed progress against our strategic aims whilst also looking to the future to ensure our strategy is relevant, impactful and aligned to the needs of our community. We look forward to socialising the next iteration of Moving Waikato 2025 with our council partners in 2020.
In 2020, we move into the next review and iteration of the Waikato Regional Sports Facilities Plan (WRSFP) to ensure its relevance for our partners and communities. The review of the WRSFP is now underway and includes the intention to the broaden the plan’s scope to include both active recreation and play provision. The review is scheduled to be completed in time to support this year’s LTP submissions to ensure Sport Waikato continues to support our region’s Territorial Authorities with evidence-based decisions.
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2. LOCAL DELIVERY KPI Our People – To grow participation in sport, recreation and physical activity to increase the health outcomes of the community.
Activity/Club Summary of Actions March 28 to April 19, 2020 ECHO Walking Festival. Now in its 17th year, the 2020 Enjoy Connecting Hills and Oceans Walking Festival preparation has commenced. Along with town promoters, Sport Waikato has been part of the organising committee since its inception. There are 26 guided walks confirmed on the programme – www.echowalkfest.org.nz
Waihi Adult Learn to Swim Waihi resident Cherry Rosenberg wanted to see if she could get interest in an adult Learn to Swim class. She was disappointed there seemed to be low adult use of the Waihi pool, but also keen to see swim education for adults. After discussion with her, I contacted Chris Jolly from Frogs Aquatics (swim school in Paeroa), who spoke with one of her former coaches who lives in Waihi. Consequently, a module was established to be delivered early in 2020 with good attendance. Future – 2 individuals from this have expressed an interest in training to teach aqua-aerobics
KPI Building Communities – To work with the deliverers of sport, recreation and physical activity to provide sustainable, quality experiences
Thames Valley Primary School Thames Valley Primary School Sports Association - Chaired the annual planning meeting for 2020 involving all Sports Association primary school clusters. 2020 events calendar established for Thames Valley Primary Schools and updated to the website.
Thames Valley Primary School Athletics – Hosted by Ohinemuri Primary School Cluster at the Paeroa Domain. Sport Waikato supported the cluster with communications, logistics and delivery.
Future – There has been some discussion among the schools, particularly those that host events, regarding the cost and logistics of replacement staffing for event days. There is also the matter of fitting in not just one, but three days for the major with separate school, cluster and then Thames Valley events to schedule into school Council Agenda - 12-02-20 Page 113
calendars. The intention is to create a discussion document to look at the purpose and the future of the group and to plan a meeting in term one 2020 to discuss.
Ngatea Domain User Group There has been an exciting amount of activity in the HUB investigation in a very short time. This has been accelerated by the confirmation of having Global Leisure Group (Peter Burley & David Allan) continue some scoping work which is being partially funded by Sport New Zealand. • Oct 14 – Facilitated the initial meeting of the working party • Oct 22 – Coordinated meetings between Global Leisure Group, HDC staff and working party • Dec 16 – Coordinated meeting between Global Leisure Group, HDC staff and working party. MoU and ToR discussed as well as the Hauraki Plains Report and background Sportville information Future – There is to be a meeting of the working party and then all Hauraki Plains Sporting and Community groups on Feb 10 which will be attended and chaired by GLG.
Lighting requirements for the Ngatea Domain – With no progress made on a total lighting plan for the Ngatea Domain, the Thames Valley Hockey Turf Society have agreed it is urgent for them to continue to source funding for replacement lights. They have consequently submitted funding proposals and will discuss a contingency plan at their January 2020 meeting.
Waikato Valley Cricket After a discussion with the Waikato Valley Cricket Development Officer and my fellow TCDC coordinator, it was agreed to establish a ‘girls only’ cricket festival. A meeting was set up with Sport Waikato’s This Is ME® representatives (Sport Waikato’s Women & Girls Initiative) and a partnership was established to host a festival in Ngatea on Dec 5. This was led by Waikato Valley Cricket development officers, with district coordinator and This is ME® support. AND WHAT A DAY! The Hauraki Plains College green fields were awash with PINK. 24 teams from 16 primary schools participated including: Netherton, Paeroa Central, Miller Ave, Tirohia, Ngatea, Kerepehi, Waihi East and Waihi College. The format was completely inclusive and with no winners, there was just a focus on playing cricket and having fun with their friends. Conducting a little survey on the day, it would be fair to state that the main reason they were having the best fun was because ‘there were no boys to boss us around and tell us we can’t play cricket!’
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Images from Sista Smash
Hauraki Plains Netball Centre Contacted by the president of the Hauraki Netball Centre requesting support for a potential merger between their senior and junior clubs. Connected with the Sport Waikato Sport Capability Officer and Community Development Officer from Waikato Bay of Plenty Netball and then met with committee members of the centre to support and help their discussion. Feedback was given for the draft structure. Future – Will be attending a special meeting mid-February to help put the steps in place for a successful merger.
Thames Valley Hockey Association Met with executive to discuss plans for 2020 following the discontinuation of the Midlands structure. The association have funds for part time development work, but in the past this has been covered by a Midlands employee. The secondary school space is a major focus for the association as this has been the area of the biggest drop in numbers. Some new initiatives were discussed and will be tried out later in 2020. Hauraki District Council Continued regular meetings with Hauraki District Council staff to ensure actions from the Hauraki District Sport and Active Recreation Plan are at the fore.
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KPI - District Leadership – To develop, maintain and grow quality stakeholder relationships.
Met with HDC staff to discuss lighting requirements on the Ngatea Domain. For safety reasons some of the lighting needs to be replaced reasonably urgently. Currently the needs are being investigated by a specialist lighting consultant as an overall plan for the domain.
Coordinated support and specialist advice being provided through Sport Waikato to achieve outcomes of recent Sport and Recreation Plan. Ngatea Domain is to receive the support of Global Leisure Group via investment from Sport New Zealand to move forward the establishment of a Sport & Recreation HUB.
Hauraki District Sport & Recreation Plan 2019 Hauraki/Thames-Coromandel The annual Hauraki/ Thames-Coromandel District Sports Awards were held in Thames on Tuesday 26th Sports Awards November. We celebrated the success of 81 local athletes and volunteers including some special ‘Service to Sport’ nominees. It was a privilege to welcome back Renee Wickliffe, a Paeroa local as one of our guest presenters and one of her Black Fern team-mates Chelsea Alley who was likewise raised in the town of Tokoroa. It showed our younger nominees that you can live and go to school locally and still achieve at the highest of levels.
As we plan ahead for Sports Awards, 2020 will see it hosted back in Hauraki. We need to ensure that we somehow capture ALL the worthy nominees and have a good representation from across the district and in all categories. Motivating clubs and schools to make nominations remains the most challenging aspect of awards.
The 2019 winners were: Club of the Year – Thames GymSports
Te Aroha McKain (Paeroa Youth Administrator of the Year – Te Aroha McKain (Paeroa Youth Rugby) Rugby) Administrator of the Year Coach of the Year – Chris Hogarth (Tairua School) Official of the Year – Rachael Aitchison (Thames Valley Hockey Association) Innovation in Sport & Recreation – Thames Valley Hockey Association (Youth & Engagement Project) Secondary School Student Contribution to Sport – Holly McCleery (Mercury Bay Area School) Secondary School Team of the Year – Hauraki Plains College Girls A Shooting Team
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Club Team of the Year – Thames Valley Open Pairs Sporting Personality of the Year – Ramesh Subasinghe (Waikato Valley Cricket) Emerging Talent – Kalani Nicol (Mercury Bay Equestrian Club) Secondary School Sportswoman of the Year – Georgia Robcke (Thames High School -Squash) Secondary School Sportsman of the Year – Guy Johnston (Hauraki Plains College – Cycling) Sportsperson of the Year – Brett Ranga (Waihi & Thames Valley Rugby) Service to Sport recipients – Carol Battson (Thames Rugby & Sports), Chris Costello (Mercury Bay Rugby & Sports), Don Neil (Ngatea Rugby & Sports), Heather O’Hagan (Paeroa Athletics), Kelvin Wickliffe (Paeroa
Guest presenters Renee Wickliffe Athletics), Ross Cooper (TVRFU) and Chelsea Alley with Matthew Cooper Unfortunately for the first time ever the district will not be represented by any finalists at the Brian Perry Waikato Regional Awards which will be hosted by Sport Waikato at Claudelands on Jan 30.
Sportsperson of the Year – Waihi’s Brett Ranga
Our special Service to Sport recipients (L to R) Chris Costello (Mercury Bay Rugby & Sports), Carol Battson (Thames Rugby & Sports), Don Neil (Ngatea Rugby & Sports), Heather O’Hagan (Paeroa Athletics), Kelvin Wickliffe (Paeroa Athletics), Ross Cooper (TVRFU)
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KPI Healthy Lifestyles - To promote and advocate for healthy lifestyles Supply of Canteen Products Netherton Primary School PTA ran the canteen for the Thames Valley Primary School Athletics Champs in Paeroa in November. Through collaboration with Sport Waikato and the school principal, the PTA provided appropriate healthy food and drink options for sale, and in the opinion of the buyers it was well received. Waihi Resource Centre Working with Linley Carpenter to present to Youth Group. Focus on activities available and getting motivated – 8 participants.
Weekly promotion and advocacy for healthy lifestyles in partnership with Coromandel More FM and Nga Iwi FM
3. REGIONAL SPORT WAIKATO TEAM UPDATES
Coaching The Coaching Team have connected with a Good Sports Champion in the district. To give our Kiwi kids the greatest chance of developing a lifelong love of sport, Good Sports believes we need to raise adults’ awareness about their behaviours in children’s sport, and if necessary, promote a positive shift in that behaviour. A district champion will support the roll out of the concept through local clubs/schools.
Facilities The Regional Sports Facilities Plan Review is process underway with the first local authority partnership workshop facilitated on the 17th December 2019 by Robyn Cockburn – Lumim and attended by representatives from 6 of our 10 local authorities. The workshop was held to review the existing plan with a particular focus on how it has been used, the key sections/components that have contributed to the plan’s success , any information that would be of value to users in the next iteration and to identify plan components that might be redundant.
Other work being progressed includes: Council Agenda - 12-02-20 Page 118
• A collaborative Sports Field Study ongoing across three councils – Hamilton City Council, Waipa and Waikato District Councils. The draft winter report is now with councils for sense checking and review. Summer sport code information is currently being collated. The final report is due for completion March/April 2020.
• The Sport NZ Facility Planning Tool will be used to inform the WRSFP Review process. The Facility Planning Tool and HUB Guide is due to be rolled out to local authorities early in 2020. Dates and process for roll out to be confirmed.
• 2020 Facilities Planning Forum programme and dates to be agreed with local authorities
This is ME® This quarter has seen the continuation of the This is ME® Secondary Schools Programme in both Waihi College and Paeroa College. With both colleges winding down to the end of the year and their senior students heavily involved in NCEA exams the This is ME® Student Leaders were keen to provide opportunities for the junior girls that were fun, engaging and outdoors in the sunshine. Paeroa College student leaders planned a Colour Festival which saw 25 girls playing Rippa Rugby, Ultimate Frisbee and Swiss-ball Football culminating in a paint powder fight! Junior students from Waihi College expressed their interest in water sports. 10 girls partook in three weeks of Surf Lessons at Waihi Beach and a Junior School Pool Party was planned for the end of Term Four. We also enjoyed supporting the recent Thames Valley Sista Smash, delivered by Waikato Valley Cricket, and celebrating the more than 200 local primary school girls partaking.
Sport Waikato representatives are continuing to liaise with community members to assess strategic opportunities for partnerships for participation growth.
Active & Well GREEN PRESCRIPTION PROGRAMME: The Green Prescription programme is an individual programme for adults and teenagers who are not currently meeting the recommended 150 minutes per week of physical activity. The main goal is to enhance overall lifestyle by increasing physical activity and improving healthy food choices. Delivery of the Green Prescription service is now flexible with less-intensive and more-intensive options being offered to help clients make positive behaviour change around exercise and healthy kai. Quarterly referrals = 10 ACTIVE FAMILY, HEALTHY KIDS - WHAANAU KORI, TAMARIKI ORA: The WKTO team, together with the whaanau, look at current food, activity and sleep habits and offer gentle support in setting goals and achieving simple lifestyle changes. They provide information, tips and advice and will cater the programme to suit the whaanau’s individual needs. Quarterly referrals = 1
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TOTAL CLIENTS SERVICED FOR THE DISTRICT = 11 Gender: Female = 9, Male = 2 Ethnicity: Maaori = 4, NZ European = 7 Age Band: 2-12 years = 1; 18-29yrs = 1; 30-49yrs = 6; 50-64yrs = 2; 65+ = 1 SUCCESS STORIES Programme – Green Prescription Client X was struggling with weight loss, workload and lack of time to exercise. Encouragement, guidance and support were given by the A&W coordinator and after three months they decided to take part in the Sport Waikato challenge. X completed this with a weight loss of 11kg over 12 weeks. X is now really motivated to continue as a result of their fitness levels increasing, so they are confident now in doing activities, challenges and events which are held throughout the Waikato.
Project Energize Project Energize is a Waikato District Health Board funded initiative, whose aim is to increase the quality and quantity of physical activity and improve the nutritional status of primary and intermediate school aged children in the Waikato.
In 2019, the Energizers have been busy delivering healthy lunch box information sessions to Hauraki schools with a big focus on promoting that children making healthier choices.
SUCCESS STORY - At Kerepehi Primary School the Energizer took a Pro Joes lunch box session in the school in term 4 which provided information about making healthy choices for our lunch boxes. The students decided that it would be a good idea to put that information into practice and held a healthy “four food group” sandwich day. They came up with a healthy affordable option to put into their lunch boxes. The aim of the session was to show the students how simple and easy it is to prepare a healthy sandwich that provides so much good energy for school. Lindsay McGowan (Energizer for mostly Paeroa based schools) has taken 6 months leave to care for her twins. Tiffany Challis who grew up on the Hauraki Plains as has studied sport coaching in Christchurch for four years will be Lindsay’s replacement during this time.
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Under 5s The Sport Waikato Under 5s team works in the Hauraki District in 2 capacities; Under 5 Energize, and Community Education (Under Fives) including distributing KiwiBaby, Toddler and Preschooler Manuals.
Under 5 Energize: The Under 5 Energize programme has an ‘Energizer’ who works with 22 Early Childhood Education Centres to improve nutrition, increase physical activity, and improve the oral health of children under 5 years. In this period, 2 physical activity sessions were held at 2 ECE centres. Each session focussed on a specific topic i.e. Parachute Games, and are designed for educators to learn activities they can lead with the children in their care. 30 children & 6 educators were up & moving at these sessions.
5 centres had 6 nutrition sessions about Reading Nutritional Labels. The interactive display is designed to capture parents attention as they arrive or leave the centre, and the modelling session is done at mat-time for educators and children. 83 parents, 17 educators & 86 children participated in these sessions.
4. GENERAL INTEREST A new decade has commenced bringing Sport Waikato into it’s 35th year as of March 2020. Our long- term strategy Moving Waikato 2025 is working well for us and very much relevant. Sport NZ over the next four years is tightening their focus wrapped around 7 key focus areas targeting Tamariki 5-11 year olds and Rangatahi 12-18 year olds. Sport Waikato will continue to include an ongoing focus in the 0-5 year old space. Lead, Influence, Disrupt, Enable, System- led approach all key words for us as we tighten up our focus and relevance in the Greater Waikato Region over the next four years.
We have a great product to work with – Play, Active Recreation and Sport. We are all excited, honest and committed to ensure Sport Waikato continues to be a leader nationally and a critical partner locally in changing the lives of our region’s populations via our vision; our dream – Everyone Out There and Active.
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Information Report
To: Mayor and Councillors
From: Community Facilities Officer, Property Officer, Parks & Reserves Manager
Date: Friday, 31 January 2020
File reference: Document: 2686070
Portfolio holder: Cr Anne Marie Spicer- Community Facilities
Meeting date: Wednesday, 12 February 2020
Subject: Community Facilities Report for January 2020
Recommendation:
THAT the report be received.
Purpose
The Community Services and Development Department is responsible for the delivery of Council’s Community Facilities activities, including community halls, rural halls, elderly persons housing, public toilets, cemeteries and non-recreational reserves. A report on these activities will be presented to Council on a monthly basis.
COMMUNITY FACILITIES
Elderly Persons Housing
There are no items of significance to report for Elderly Person Housing.
Public toilets
Kaiaua Toilets
We have had recent issues at the Kaiaua Toilets with the septic tank filling and overflowing within a week of having been emptied. This is compared to a usual schedule of approximately every 6 weeks. Although the usage has been very high at this site, contractors have found issues with the soakage line and water is back flowing into the tank. Portaloos have been placed onsite until contractors complete repairs in the first week of February.
Rural Halls
There are no items of significance to report for Rural Halls. Work is continuing with Turua Hall Committee to assist them with their new governance and working party structure
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Community Halls
There are no items of significance to report for Community Halls.
Cemeteries
There are no items of significance to report for cemeteries.
Non-recreation Reserves
The entrance area to Hutchinson’s Reserve has been upgraded and a parking space has been created to allow vehicles to park and turn safely.
2 Council Agenda - 12-02-20 Page 123
Project on track
Off track but will be on track soon Off track/ behind schedule/over budget
Key Projects - Facilities
Actual Project % Forecast at Budget Timeframe Spent Comments Project Name Manager Complete Completion (YTD)
Elderly Housing Ngatea Property Hotwater cylinders were Approved project budget: officer ● ● 67% $24,538 $36,720 upgraded at 18 Pauls Drive $36,720 complex (dated back to 1974)
By mid February hotwater cylinders at 20 Pauls Drive will have been replaced.
Tapware are being upgraded to more user-friendly mixers for ease of use by the elderly.
Concrete footpaths surrounding units and laundry areas will be upgraded early 2020 by Council’s construction and maintenance team.
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Painting at King Street units will commence in the coming Elderly Housing Paeroa weeks. Property Approved project budget: ● ● 57% $15,758 $27,540 Officer $27,540 Concrete footpaths
surrounding units and laundry
areas will be upgraded early
2020 by Council’s construction and maintenance team.
Property Elderly Housing Waihi Exterior painting of Upper officer 140% $41,339 $29,580 Approved project budget: ● ● Moresby complex have been
$29,580 completed.
4 Units have had decks and
ranch sliders installed.
Two units have had new
carpet installed.
Working with contractor to
look at insulation options for
roofs (not suited to pink bats)
* The figure over budget will
be offset by expected savings
from the heatpump project.
**Overall the total
expenditure vs budget for EPH
is at 87%
4 Council Agenda - 12-02-20 Page 125
All scheduled installations for Elderly Housing – Healthy Homes 2019 in Waihi was completed. Property 23% of $45,206 $200,000 Approved project budget ● ● officer total 2019/20: $89,500 Installation of heatpump units project have started at King Street,
Paeroa. 51% of Approved project budget 2019/20 2020/21: $109,000 It is expected that installation budget at the Ngatea complexes will start by mid February.
Pukerimu Cemetery Development: Original scope is complete. Planning, development & ashes Senior Additional scope has been walk Project 85% $92,836 $300,000 requested regarding Approved Project budget: Manager ● ● drainage, which is in the $302,000 process of being contracted. Toilets have been ordered New Kaiaua toilets with Mid-March completion Project Approved Project Budget: 5% $0 $180,000 date Manager $180,000 ● ●
A new swale drain has been Miranda Cemetery Drainage Parks & installed on the cemetery Approved Project Reserves 0% $0 $12,240 boundary. Further drainage budget:$12,240 Manager ● ● within the internment area is being investigated.
Desire Bezuidenhout PROPERTY OFFICER
Adam Chwesik COMMUNITY FACILITIES OFFICER
Paul Matthews PARKS AND RESERVES MANAGER
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Decision Report
To: Mayor and Councillors
From: Strategic Planner
Date: Monday, 3 February 2020
File reference: Document: 2706943 Appendix A: 2020/21 annual plan significance and materialness review Appendix B: Full engagement plan – 2020/21 annual plan
Meeting date: Wednesday, 12 February 2020
Subject: 2020/21 annual plan engagement plan – report to Council
Recommendation: THAT the report be received, and
THAT any feedback on the assessment of significance and materialness for the 2020/21 annual plan be communicated to staff.
THAT the proposed engagement plan for the 2020/21 annual plan be approved.
1 Purpose
The purpose of this report is to present the Council with the proposed approach for engagement relating to the 2020/21 annual plan, guided by an assessment of the significance and materialness.
2 Background
The annual plan project is largely progressed, with a few key steps left to complete as follows: Council to consider the draft annual plan document (including any financial revisions as required) (11 March) Council to adopt the final annual plan for 2020/21 (25 March).
Staff have prepared a significance and materialness assessment. This assessment checks every proposed amendment (from what was detailed in the long term plan for year three) against our significance and materialness thresholds. This assessment then informs whether consultation on the annual plan is required or not. This report outlines the results of that assessment, and the proposed engagement approach.
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3 Issue and options
Appendix A to this report contains the significance and materialness assessment for all amendments proposed for the 2020/21 year. As a result of this assessment, staff believe there are no amendments that warrant consultation on the 2020/21 annual plan.
A plan has been developed reflecting an ‘inform’ approach to community engagement. The full engagement plan is attached as Appendix B.
In summary, that engagement plan proposes the following key messages: The Council has prepared its annual plan for 2020/21; the plan is now available. o Briefly note what the annual plan is, what it contains, and the way it is developed. Not much has changed since the long term plan was adopted (i.e. the changes are not significant or material). o The key amendments / changes of interest will be summarised. Key items/projects of interest by Ward – what’s planned in your neighbourhood. Council’s levels of service are largely unchanged. This is what your rates will look like… How the public can still contact Council to notify them of any service requests matters.
In summary, the tactics proposed to communicate the above key messages are as follows:
TACTIC: TIMEFRAMES: TARGET AUDIENCE: Customer services staff memo April 2020 Customer Services Overview of the annual plan project, what it is, what we’ve done and why. Team Key matters contained within the annual plan (that may be of interest to the public), key changes, where to go to view the document, and also where to view the rates changes. Council website – www.hauraki-dc.govt.nz April 2020 District residents - Introduce the annual plan and what it is. and ratepayers - Link to view the full document - Key changes for 2020/21 (from what was originally planned) - Key items of interest - Break down of rates for 2020/21 Letters and/or email April 2020 Regular annual Regular annual plan submitters / interested parties will be contacted by plan submitters / letter or email to advise them that the annual plan has been adopted, that interested parties there will be no consultation period, and where to view the document. Local newspapers April 2020 District residents - Hauraki Herald, Waihi Leader, Plains Profile and ratepayers Information regarding adoption of the annual plan, key items within the work programme by Ward, key changes and where to view the full plan. Social media – Facebook and Instagram April 2020 District residents - Our plans for 2020/21 are in place (annual plan adopted) and ratepayers - Key items of interest - Overview of changes to rates - Where to find out more info and view all changes made for 2020/21. Radio April 2020 District residents The Mayor to chat about the annual plan – its adoption, key items of and ratepayers interest for 2020/21, key changes, and where to view the plan.
Refer to Appendix B for the full engagement plan.
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4 Budget Implications
The proposed engagement plan for the 2020/21 annual plan is deemed to be minimal in approach (inform) and can be achieved within the existing budget allocated for these purposes.
5 Recommendation
That the Council approve the proposed approach for community engagement relating to the 2020/21 annual plan (as described in Appendix B).
Terri Casey Strategic Planner
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Appendix A: Significant or Material?
Assessment of Annual Plan proposed changes (operating and capital) against ‘significant or material’ criteria
• Over $1,000,000 previously unbudgeted spend? • Affect a large portion of the community? • Community interest high? • Affecting a level of service? Significant? • Are the consequences controversial? • Entering into partnership with private sector? • Breach rates or debt caps? • Transfer of a strategic asset?
• Could the change itself, or in conjunction with other changes: • make a change to the financial strategy or funding impact statement? Material? • alter a reasonable person’s conclusions about the affordability of the plan? • alter someone's conclusions about the levels of service contained in the plan? • affect whether or not a person will make a submission on a consultation document?
Is • Will consultation alter the Council's decision to make this consultation change? appropriate?
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Table 1: Draft Initial Assessment of Significance and Materialness – Capital Projects
Change proposed Item Commentary Significant? Material? Consult? Land Transport $90,000 carry forward from Minor x x x These improvements were previously 2019/20 – total budget for improvements – included in the Council’s plans, and have 2020/21 $635,000 LOS been carried forward from 2019/20. The $230,000 carry forward from Pavement x x x community has had the opportunity to 2019/20 – total budget for rehabilitation – submit on this project as part of the LTP. 2020/21 $1.2m renewals This project is not considered to be significant and is of no material variation to year 3 of the LTP. $100,000 increase to bring total Structures x x x Traffic Services Renewal to be re- budget to $216,000 component allocated to Structures Component replacement Replacements. As this is a reallocation, this is unlikely to be significant or material. $230,000 decrease – total Traffic services x x x Annual remark to be moved from capital budget for 2020/21 $11,000 renewal budget to operational Traffic Services Maintenance budget. Asset life of annual remark is only one year. This is unlikely to be significant or material. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $100,000 decrease ($0 budget LED replacement x x x Work already completed; therefore, no for 2020/21) impact in 2020/21. Water supply $50,000 carry forward from District water x x x These improvements were previously 2019/20 – total budget for demand included in the Council’s plans, and have 2020/21 $102,000 management – been carried forward from 2019/20. The LOS community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $165,000 carry forward from District water x x x These renewals were previously included 2019/21 – total budget for meter renewals in the Council’s plans, and have been 2020/21 $376,000 carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $258,000 bring forward from Kerepehi x x x These renewals were previously included future years to 2020/21 – total membrane in the Council’s plans, and have been budget for 2020/21 $1.14m. renewals brought forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP.
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Change proposed Item Commentary Significant? Material? Consult? $27,000 carry forward from Kerepehi Tanners x x x Note: Wastewater project, not water. On 2019/20 – total budget for Pond Desludging hold until future wastewater strategy is 2020/21 $27,000 available. These renewals were previously included in the Council’s plans, and have been carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $15,000 carry forward from Paeroa intake x x x These renewals were previously included 2019/20 – total budget for screen in the Council’s plans, and have been 2020/21 $15,000 carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $50,000 carry forward from District Wide x x x These renewals were previously included 2019/20 – total budget for Water Bulk Water in the Council’s plans, and have been 2020/21 $50,000 Take Points carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. $145,000 carry forward from Plains x x x These renewals were previously included 2019/20 – total budget for Reticulation in the Council’s plans, and have been 2020/21 $145,000 Booster and carried forward from 2019/20. The Transfer Pumps community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP. Wastewater $130,000 carry forward from Optimisation of x x x These improvements were previously 2019/20 – total budget for the Ngatea Pump included in the Council’s plans, and have 2020/21 $130,000 network to allow been carried forward from 2019/20. The for the Ngatea community has had the opportunity to North subdivision submit on this project as part of the LTP. – LOS This project is not considered to be significant and is of no material variation to year 3 of the LTP. $55,000 decrease ($0 budget Kerepehi fencing x x x Note: Project already completed in for 2020/21) – LOS 2018/19; therefore, no impact for 2020/21. $375,000 carry forward from Wastewater Waihi x x x These renewals were previously included 2019/20 – total budget for DAF Sludge in the Council’s plans. The community has 2020/21 $375,000 Process – LOS had the opportunity to submit on this $140,000 carry forward from Paeroa Chemical x x x project as part of the LTP. This project is 2019/20 – total budget for Phosphorus not considered to be significant and is of 2020/21 $140,000 Removal Drum no material variation to year 3 of the LTP. Filter etc – LOS
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Change proposed Item Commentary Significant? Material? Consult? $650,000 carry forward from District Wide Pipe x x x 2019/20 – total budget for Renewals 2020/21 $675,000 Condition $60,000 carry forward from Waihi East - Pipe x x x 2019/20 – total budget for Renewals 2020/21 $128,000 Hydraulic $390,000 carry forward from District Wide x x x 2019/20 – total budget for Pond Desludging 2020/21 $464,000 $140,000 carry forward from Kerepehi x x x 2019/20 – total budget for Resource 2020/21 $142,000 Consents $209,000 carry forward from Paeroa Waveband x x x 2019/20 – total budget for Renewals 2020/21 $209,000 $60,000 carry forward from Turua repair x x x 2019/20 – total budget for blanket 2020/21 $60,000 $44,000 carry forward from Waihi DAF Sludge x x x 2019/20 – total budget for Process 2020/21 $307,000 $20,000 carry forward from Waitakaruru STP x x x 2019/20 – total budget for Component 2020/21 $49,000 Renewals $80,000 carry forward from Wastewater x x x 2019/20 – total budget for District Wide Pipe 2020/21 $80,000 Renewals Waihi East Manholes $75,000 carry forward from Wastewater x x x These renewals were previously included 2019/20 – total budget for Paeroa in the 2015-25 LTP, and the project was 2020/21 $75,000 Replacement consulted on as part of that consultation Screen process. This project is not considered to be significant and is of no material variation to year 3 of the LTP.
$300,000 carry forward from Whiritoa Irrigation x x x These renewals were previously included 2019/20 – total budget for Block Renewals in the Council’s plans, and have been 2020/21 $378,000 carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is not considered to be significant and is of no material variation to year 3 of the LTP.
Land Drainage $345,000 carry forward from WPDD Capital x x x Note: This project is on hold until further 2019/20 – total budget for contribution to notice from WRC. 2020/21 $345,000 WRC Muggeridge This project was previously consulted on pump project – as part of the LTP document and process. LOS This project is not considered to be significant and is of no material variation to year 3 of the LTP.
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Change proposed Item Commentary Significant? Material? Consult? $550,000 carry forward from Pūkorokoro - x x This project may or may not go ahead, 2019/20 – total budget for Land Drainage depending on certain outcomes. This 2020/21 $550,000 and Flood project was introduced in the 2019/20 Protection - LOS Annual Plan therefore previous consultation on this matter has not occurred as the Annual Plan was not consulted on. The project is not likely to trigger the significance threshold, however could be considered material due to this project introducing a new level of service in this area. Targeted consultation separate to the annual plan is recommended with the isolated number of ratepayers this affects.
$204,000 carry forward from WPDD Pouarua x x x Note: This project is on hold until further 2019/20 – total budget for Maukoro notice from WRC. 2020/21 $204,000 Structures – LOS These renewals were previously included in the Council’s plans, and have been carried forward from 2019/20. The community has had the opportunity to submit on this project as part of the LTP. This project is therefore not considered to be significant and is of no material variation to year 3 of the LTP.
Stormwater $50,000 carry forward from Stormwater Waihi x x x These renewals were previously included 2019/20 – total budget for Upgrades - LOS in the Council’s plans, and have been 2020/21 $108,000 carried forward from 2019/20. The $20,000 carry forward from Stormwater x x x community has had the opportunity to 2019/20 – total budget for Kaiaua submit on this project as part of the LTP. 2020/21 $20,000 Floodgates These projects are not considered to be $25,000 carry forward from Stormwater Waihi x x x significant and are of no material variation 2019/20 – total budget for Renewals to year 3 of the LTP. 2020/21 $33,000 $25,000 carry forward from Stormwater x x x 2019/20 – total budget for Paeroa Renewals 2020/21 $33,000 Community Recreation $200,000 carry forward from Ngatea library x x While the project overall does affect a 2019/20 – total budget for and service centre large portion of the community, and the 2020/21 $1.5m – LOS community interest is high, this project was previously included in the LTP and was a key aspect of the consultation document. These funds are being carried forward from 2019/20. The community has had the opportunity to feedback on this project as part of the LTP and further consultation has also taken place for the Ngatea library project separately. This project is considered to be significant however, is of no material variation to
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Change proposed Item Commentary Significant? Material? Consult? year 3 of the LTP due to the previous engagement carried out with the community and the understanding that the funds for this project were already budgeted within the LTP. $150,000 carry forward from Paeroa Domain x x x This project was previously included in the 2019/20 – total budget for additional toilets 2017/18 annual plan and has been carried 2020/21 $150,000 over from previous years. This project is not considered to be significant and is of no material variation to year 3 of the LTP.
Table 2: Draft Initial Assessment of Significance and Materialness – Operational Projects
In determining this assessment, a subjective assessment was made of each line item based on the Significant and Material framework above. If there was any doubt of any line item was deemed to question any aspect of the significance or materiality checklist questions, it was expected a further assessment would take place. This was not found to be the case.
Change proposed Item Commentary Significant? Material? Consult? Leadership Democracy Increase of $118,000 Councillor x x x The increase in budget is to meet the remuneration funding levels required, as determined by the Remuneration Authority. This is an operational matter.
Decrease of $27,000 Democracy; total x x x Various movements within an existing budget budget to align with previous actuals. This change is not considered to be significant and is of no material variation to year 3 of the LTP. Policy Development Increase of $95,000 RMA Policy x x x To allow for additional Plan Changes. The need for this work was flagged in our LTP. This funding is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $120,000 Strategic x x x To cover the cost of external facilitators Planning; and project advisor for the Kaiaua external Community Plan ($90,000 - approved by contractors and Council at its 28 November 2018 other meeting). $25,000 is required for professional fees. Community Panel, and $5,000 for Iwi representation. We flagged that we would start work on the Kaiaua community
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Change proposed Item Commentary Significant? Material? Consult? planning in the LTP. The project therefore is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $10,000 Strategic x x x The reduction in budget is an operational Planning; legal matter, and is not considered to be fees significant and is of no material variation to year 3 of the LTP. Decrease of $19,000 Strategic x x x The reduction in budget is an operational Planning; Audit matter, and is not considered to be fees significant and is of no material variation to year 3 of the LTP. Networks Land transport Increase of $12,000 Amenity x x x Extra spray required to optimise mowing Maintenance: of roadsides; this is to be offset against a reduction in unsealed road maintenance budget. Both budgets attract the same subsidy percentage from NZTA. The increase in budget is an operational matter, and is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $12,000 Pavement x x x Reallocation to Amenity Maintenance. maintenance The reduction in budget is an operational matter, and is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $91,000 Non-Subsidised x x x $91,000 decrease in budget proposed for Works 2020/21 as several non-subsidised budgets will be re-allocated to subsidised budgets. The decrease in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Total increase of $211,000 Other Subsidised x x x Annual remark of line marking to be reallocated from capital Traffic Services Renewal budget as the line marking is depreciated over one year. $15,000 additional funding is requested to cover expected over expenditure on electricity based on previous actuals. Footpath maintenance budgets are re-allocated from non-subsidised to subsidised based on NZTA’s decision to subsidise footpaths in the current NLTP. The total increase in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $163,000 Professional x x x Some of this increase has been Services reallocated from the non-subsidised traffic management plan budget. The increase in budget is also for the Traffic Management Controller role, which was not previously within the roading team.
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Change proposed Item Commentary Significant? Material? Consult? This will be partially offset by an increase in fees and NZTA subsidy. Therefore the increase in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Water Supply Increase of $96,000 Reactive Repairs x x x The budget that includes C&M charges has been consistently exceeded so the increase is to reflect actual costs more accurately. The increase in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $17,000 Pumpstations x x x The decrease in budget reflect the closure of the Kaimanawa pumpstation. The decrease in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $60,000 Overheads x x x The increase includes budget towards the appointment of a water treatment team leader. This is an operational matter, and is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $36,000 Headworks x x x Suicide intake reduced by $36,000 as this Suicide Intake was decommissioned in 2019/20 (the (formally Waitak) decommissioning costs were included in the 2019/20 annual plan). The decrease in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $9,000 Kerepehi x x x This reduction is not considered to be headworks; significant and is of no material variation Electricity to year 3 of the LTP. Decrease of $132,000 Major x x x This budget was reallocated to renewals. maintenance The decrease in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $15,000 Quarry storage x x x Total increase of $15,000, in the areas of external contractors, C&M charges, electricity. These are operational matters that are not considered to be significant and are of no material variation to year 3 of the LTP. Decrease of $42,000 Other general x x x Mainly in the area of other professional activity fees. This reduction is not considered to management be significant and is of no material variation to year 3 of the LTP. Increase of $97,000 Water x x x The budget that includes C&M charges reticulation total has been consistently exceeded so the increase is to reflect actual costs more accurately. The increase in budget is not considered to be significant and is of no material variation to year 3 of the LTP.
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Change proposed Item Commentary Significant? Material? Consult? Total increase of $35,000 Water Treatment x x x Total proposed increase of $35,000 due to various minor refinements within the proposed budget. The increase in budget is not considered to be significant and is of no material variation to year 3 of the LTP. Wastewater Decrease of $42,000 Rates x x x The rates expense for the wastewater activity reduced due to a realignment with actual rates (revaluations). This reduction is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $80,000 Major x x x Reduction of $80,000 due to revised C&M maintenance charges, and costs being reallocated to capital. This reduction is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $84,000 Other general x x x Reduction of $84,000 for general activity activity management, mostly in the areas of management design and Tech Services. This reduction is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $13,000 Pumpstations x x x This increase is not considered to be significant and is of no material variation to year 3 of the LTP. Decrease of $158,000 Wastewater x x x This reduction of $158,000 reflects a income total decrease in the amount of income expected from Allied Faxi; the LTP had made an assumption about the volume of wastewater required to be treated from the company, and this was overestimated. This reduction in income looks to correct that. This reduction is not considered to be significant and is of no material variation to year 3 of the LTP.
Stormwater Decrease of $4,000 Kaiaua x x x Various minor amendments proposed stormwater within the stormwater budget to more floodgates accurately align with previous actuals. reactive repairs These amendments are not considered to and routine be significant and are of no material monitoring variation to year 3 of the LTP. Decrease of $1,200 Pumps x x x Increase of $3,000 Reticulation x x x Decrease of $5,500 Vegetation x x x Decrease of $6,000 Stormwater x x x Other; Ngatea (total) Land Drainage Decrease of $7,000 Floodgates x x x
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Change proposed Item Commentary Significant? Material? Consult? Decrease of $17,000 Vegetation x x x Various amendments within the control proposed budget for land drainage to Decrease of $5,000 Pumps x x x more accurately align with previous actuals. These amendments are not considered to be significant and are of no material variation to year 3 of the LTP.
Increase of $20,000 Mechanical x x x The increase in this budget reflects an cleaning increase in the cost of undertaking mechanical cleaning, plus an increase in the kms scheduled to be cleaned each year. This increase is not considered to be significant and is of no material variation to year 3 of the LTP. Solid waste Increase of $185,000 Transfer stations x x x To align with an increase in waste disposal fees and volumes at both Waihi and Paeroa transfer stations. Further to this, the cost of the waste minimisation levy and ETS levy has increased and this is applied to us at the landfill. This increase is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $239,000 Income x x x Increased income expected from user fees and charges (increased fees were implemented 20 May 2019). This increase is to offset the increase in levies charged (per above). This increase is not considered to be significant and is of no material variation to year 3 of the LTP. Increase of $12,000 Solid waste x x x Movements within the budget, but main minimisation shift is $19,000 increase in Education; external contractors to align with previous actual costs. This is not a significant or material change for year 3 of the LTP. Increase of $14,000 Solid waste other x x x Amendments to align the budget with previous actuals. This increase is not considered to be significant and is of no material variation to year 3 of the LTP. Community Services Swimming pools Decrease of $74,000 in costs; Total budget x x x Reduction of $74,000 in swimming pool decrease of $16,000 in income operating costs due to operational changes. Swimming pool income has reduced by $16,000 based on forecast patronage. This is not a significant or material change for year 3 of the LTP. Events centre Decrease of $11,000 in costs; Total budget x x x Despite an increase in fees and charges, decrease of $22,000 in income. the budget was reduced by $22,000 for events centre. The expenses were also reduced by $11,000 to align with 2019/20
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Change proposed Item Commentary Significant? Material? Consult? budget. This is not a significant or material change for year 3 of the LTP. Sports fields Decrease of $17,000 Income x x x The income for sportsfields has been reduced by $17,000 to reflect realistic income. This is not a significant or material change for year 3 of the LTP. Libraries Decrease of $24,000 in costs; Total budget x x x Libraries expenses have reduced by decrease of $12,000 in income $24,000 across the activity. Income has also reduced by $12,000 to better reflect realistic income. This is not a significant or material change for year 3 of the LTP. Recreation reserves Decrease of $52,000 Costs x x x A number of items within the budget were amended to better reflect their nature. The net movements resulted in an overall saving. This is not a significant or material change for year 3 of the LTP. Community Facilities Elderly Persons Housing Increase of $158,000 Income x x x To reflect an increase in rental fees. The cost of service however only marginally increases by $3,000. This increase in income (rental fees) was already approved by Council in May 2018, to comply with new rental accommodation legislation. This change in fees will be included in the proposed schedule of fees and charges for 2020/21. This is not a significant or material change for year 3 of the LTP.
Cemeteries Increase of $12,000 in costs; Total budget x x x The increased costs will be offset by an increase of $12,000 in income increase in revenue. This is not a significant or material change for year 3 of the LTP.
Halls Decrease of $17,000 in costs; Total budget x x x Reactive repairs and routine servicing decrease of $23,00 in income decrease of $17,000 based on trends over last four years. Income also reflects better forecasting. This is not a significant or material change for year 3 of the LTP.
Public toilets Decrease of $8,700 Total budget x x x Overall reduction of $8,700 which is largely attributed to rates expenses. This
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Change proposed Item Commentary Significant? Material? Consult? is not a significant or material change for year 3 of the LTP.
Community Development Decrease of $5,000 Destination x x x Proposed decrease of $5,000 in the Coromandel budget allocated to the Destination Coromandel grant (06070.0454.0402 – Operating: External Contractors). According to the letter of agreement with Destination Coromandel, they receive $120,000 per annum from Council plus CPI. This is not a significant or material change for year 3 of the LTP.
Decrease of $11,000 Economic x x x The budget for external contractors has development been reduced by $11,000. This budget has project been reallocated to increase the funds assistance available to implement the tourism strategy. This is not a significant or material change for year 3 of the LTP.
Decrease of $25,500 Positive Paeroa x x x According to the Letter of Agreement with Positive Paeroa, they receive $50,000 per annum from Council with the ability to receive up to an additional $37,000 from Council as dollar-for-dollar matching for external funds they receive. This means the total possible grant to this organisation is $87,000 per year (however only $65,000 has been budgeted as this is more realistic). This is not a significant or material change for year 3 of the LTP.
Decrease of $16,000 Go Waihi x x x According to the Letter of Agreement with Go Waihi, they receive $50,000 per annum from Council with the ability to receive up to an additional $37,000 from Council as dollar-for-dollar matching for external funds they receive. This means the total possible grant to this organisation is $87,000 per year (however only $65,000 has been budgeted as this is more realistic). This is not a significant or material change for year 3 of the LTP.
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Change proposed Item Commentary Significant? Material? Consult? Decrease of $3,500 Waihi i-Site x x x Realignment with actuals. This change is not significant or material to year 3 of the LTP.
Decrease of $10,000 Grants and x x x Grants and donations reduced by $10,000 donations in total. This change is not significant or material to year 3 of the LTP.
Decrease of $21,000 Conservation x x x Reduced from $38,000 to $17,000. This is initiatives not significant or material to year 3 of the LTP.
Increase of $13,000 Hauraki Rail Trail x x x Hauraki Rail Trail – total proposed increase of $13,000. $11,500 to align overheads to the agreement, an additional $1,200 increase for 1/3 of the Asset Insurance originally missed in the agreement. This increase is not significant or material to year 3 of the LTP.
Decrease of $17,000 Social initiatives x x x Reduced from $116,000 to $99,000. This is operating – total not significant or material to year 3 of the LTP.
Regulatory Services Resource Management Implementation Increase of $80,000 Plan reviews; x x x Plan Reviews – other professional fees – other proposed $80,000 increase to reflect professional fees actual expenditure and the consultant costs of processing more complex consents. This was signalled in the last LTP. The proposed increase is not considered to be significant or material to year 3 of the LTP.
Building control $180,000 carried over to Building control x x x Building control - $180,000 carried 2020/21 forward to 2020/21 financial year for the implementation of online provision. This funding was included in previous plans and budgets, and is a carry over. This is not significant or material to year 3 of the LTP.
Health Decrease of $27,000 Health and liquor x x x Reduction in expected fees and charges licensing income and licensing. This is an operational matter, and is not considered to be
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Change proposed Item Commentary Significant? Material? Consult? significant and is not a material variation to year 3 of the LTP.
Community Protection Decrease of $51,000 Total budget x x x Community Protection has an overall reduction of $51,000 in expenses which is largely due to abandoned mines monitoring. This reduction is not considered to be significant and is of no material variation to year 3 of the LTP.
Animal control Decrease of $34,000 in income; Total budget x x x Proposed decrease of $34,000 in income increase of $10,000 in fees; reflecting the actual fines expected for decrease of $10,000 in costs animal control. Proposed increase of $10,000 for dog registration fees, based on the number of registered dogs. Animal control expenses also decreased by $10,000. These amendments are not considered to be significant and are of no material variation to year 3 of the LTP.
Overall Impact of Annual Plan proposed changes
Overall capital changes impact Significant? Material? Consult? $5,209,643 Total carry over from earlier years Numerous projects that were unable to be completed within the 2019/20 year, x x x for a variety of reasons, and are carried over accordingly. ($130,000) Removed from 2020/21 budgets Traffic Services renewal budget x x x transferred to operational budget. $258,028 Brought forward from future years Water - Kerepehi Membranes have x x x reached their design life earlier than previously anticipated. $0 New capital x x x No new capital proposed for 2020/21. $10,862,631 Total for 2020/21 per LTP $16,200,301 Total proposed for 2020/21 (annual plan)
Overall impact Yes/No Does the difference involve a change to No Does not trigger rates or debt caps. The proposed changes financial strategy? E.g. compliance with are consistent with the financial strategy. Debt is forecast to rates and debt caps. be in the area of $50 million by 30 June 2021 which is similar to that forecast in the LTP. Rates increases are also forecast to be in line with year three of the LTP.
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Do the differences involve a change to the Yes The funding impact statements will change as a result of funding impact statement? these changes. Staff consider that the impact of the changes is not significant or material, particularly as the proposed increase in both the water rates and non-water rates, overall, is forecast to be equal to that signalled in the LTP for the 2020/21 year. Do the differences involve $1 million or Yes From an income and expenditure perspective the overall more of unbudgeted expenditure? position is similar between the proposed annual plan and year three of the LTP. There are however differences at an activity level. The difference between the capital expenditure programme contained in the proposed annual plan for 2020/21 compared to that signalled in the LTP for 2020/21 is greater than $1 million. However, the increase in capital expenditure is a consequence of either projects being brought forward from future years, or carried over from previous years. ‘Unbudgeted’ refers to items that were not previously signalled in any council plans. Deferral of projects is not considered material, and public feedback is not likely to impact the timing of a project. The public had opportunity to feedback on projects when they were originally presented as part of the LTP, or previous plans. Might the differences alter a reasonable No Changes to the levels of service are minor, and/or not person’s conclusions about the levels of considered to be of public interest. Most increases are service? required to meet the current levels of service. Has a policy shift been signalled? No All changes reflect adjustments to existing programmes and priorities. Are any significant new spending No No significant new spending proposals for 2020/21. proposals included? Do the differences involve a proposal to No The amendments to the budgets and projects scheduled substantially delay or not to proceed with should not substantially delay any significant project. a significant project? Might the differences alter a reasonable Yes The proposed Pukorokoro land drainage project will need to person’s conclusions about the be consulted separately with the affected ratepayers to affordability of the plan? ensure that funding to provide this new service is affordable. Might the differences alter a reasonable No The amendments proposed for 2020/21 are not likely to person’s deciding or not deciding to make affect whether a person would have submitted to the plan or a submission on a consultation not. document?
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Appendix B:
Community Engagement Plan Annual Plan 2020/21
Inform
Prepared by Terri Casey Strategic Planner Created 30/01/2020 Status Draft Doc ID 2705975
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2020/21 Annual Plan | Inform
COMMUNITY ENGAGEMENT PLAN
What this is about / Purpose
The purpose of this document is to provide an overview of how we will engage with the public regarding the 2020/21 Annual Plan. The primary driver for this engagement process is to satisfy the Council’s requirements under the Local Government Act 2002 as well as the Council’s own community engagement expectations.
The annual plan is intended to refine the projects / work programmes set out for the third year of the Council’s Long Term Plan; rather than rewrite or redebate those projects/programmes. The adopted annual plan must not – to an extent – duplicate information already included in the Long Term Plan. The Council is only required to consult on a proposed annual plan if it includes significant or material differences from the content in the Long Term Plan relevant for the financial year to which the proposed annual plan relates to. The Council has determined that there are no matters of significance or materialness, therefore there is no requirement or preference to undertake consultation.
The Council will not be inviting public feedback on the annual plan, therefore this engagement plan has been drafted to ‘inform’ the community.
What does that mean? / Definitions
Significant The Council’s Significance and Engagement Policy (SEP) is the primary tool for determining the significance of the difference / amendments from the LTP. The threshold for whether a difference is significant or not is relatively high (compared to the materiality test).
Material For the purposes of the annual plan, a difference is considered material if ‘it could, itself or in conjunction with other differences, influence the decisions or assessments of those reading or responding to a consultation document’. This is not a black and white test and will require judgments to be made.
All projects that potentially could be seen as significant or material have been taken through a significance and materialness assessment.
What’s happened so far / Background
All proposed capital and operating changes to the budget for year three of the 2018-28 Long Term Plan have been prepared by staff.
The Council is scheduled to consider the budgets and proposed rate effects of the proposed annual plan for 2020/21 at its meeting of 12 February.
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What’s happening now / Situation analysis
The complete annual plan for the 2020/21 year is currently being prepared with the expectation that the document will be considered for adoption on the 25 March 2020.
How we’ll approach this / Engagement strategy
In accordance with the Council’s Significance and Engagement Policy and the legislative intent, this engagement plan outlines the need to inform the community, based on the decision that the proposals do not contain significant or material changes from the Long Term Plan.
It provides for two information stages, for the public to be informed of the adoption of the annual plan and work programme (May 2020), and to be informed of the set rates resolution and the beginning of the financial year (July 2020).
The public will be informed of: how the annual plan is developed, its scope and content (at a high level) that there will not be a special consultative procedure undertaken for the 2020/21 annual plan other means where the public may still provide feedback on Council matters e.g. customer services requests, upcoming 2021 LTP high level summary of variations from the long term plan for 2020/21 (including why the Council does not consider these changes significant or material) of the adoption of the annual plan the proposed funding impacts for the year where additional information can be found (for example, the levels of service for the year as noted in long term plan).
What do we want to achieve / Objectives
Hauraki District Council residents and ratepayers: are informed that the 2020/21 annual plan has been adopted are informed of the differences between the Long Term Plan and the 2020/21 annual plan can assess the rates impact of these changes are reassured that there are no changes to the levels of service signalled in the long term plan.
What do we need to be aware of / Risks
Public dissatisfaction that a consultation process has not been carried out for this particular year. Dissatisfaction with the level of rates increases proposed. Regular submitters who usually request funding through the annual plan process dissatisfied that they perceive to have lost their chance to apply for funding. Public perception that the process is not transparent. Previous commitments to the public by the Council regarding consultation or funding, however Strategic Planning are not aware of any specific cases. Written requests may still be received even if a public consultation process is not triggered, and how the Council will process this type of correspondence.
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Who do we need to inform / Key audience
INTERNAL
Elected members All Council staff, with particular regard to the customer services team regarding information enquiries
EXTERNAL
District residents and ratepayers Representative groups (including for residents, ratepayers, business, industry, others?) Iwi Regular annual plan submitters
What are we going to say / Key messages
The Council has prepared its annual plan for 2020/21; the plan is now available. o Briefly note what the annual plan is, what it contains, and the way it is developed. Not much has changed since the long term plan was adopted (i.e. the changes are not significant or material). o The key amendments / changes of interest will be summarised. Key items/projects of interest by Ward – what’s planned in your neighbourhood. Council’s levels of service are largely unchanged. This is what your rates will look like… How the public can still contact Council to notify them of any service requests matters.
(The key messages noted may differ slightly for each audience).
Who’s going to say it? / Spokesperson
Mayor Toby Adams will be the key spokesperson for the project if required. Chief Executive Langley Cavers will comment on operational matters.
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How are we going to say it / Tactics
TACTIC TIMEFRAMES TARGET ACTION TAKEN/ DOC AUDIENCE REF Customer services staff memo April 2020 Customer Overview of the annual plan project, what it is, what we’ve Services Team done and why. Key matters contained within the annual plan (that may be of interest to the public), key changes, where to go to view the document, and also where to view the rates changes. Council website – www.hauraki-dc.govt.nz April 2020 District residents - Introduce the annual plan and what it is. and ratepayers - Link to view the full document - Key changes for 2020/21 (from what was originally planned) - Key items of interest - Break down of rates for 2020/21 Letters and/or email April 2020 Regular annual Regular annual plan submitters / interested parties will be plan submitters / contacted by letter or email to advise them that the interested annual plan has been adopted, that there will be no parties consultation period, and where to view the document. Local newspapers April 2020 District residents - Hauraki Herald - HDC news page and ratepayers - Waihi Leader – Waihi Ward news - Plains Profile – advert (booked space)
Information regarding adoption of the annual plan, key items within the work programme by Ward, key changes and where to view the full plan. Social media – Facebook and Instagram April 2020 District residents - Our plans for 2020/21 are in place! and ratepayers - Annual plan has been adopted. - Key items of interest - Overview of changes to rates - Where to find out more info and view all changes made for 2020/21. Radio April 2020 District residents The Mayor to chat about the annual plan – its adoption, and ratepayers key items of interest for 2020/21, key changes, and where to view the plan. (More FM fortnightly and Nga Iwi weekly). Actions: - Draft key points and information for TA to refer to. - Obtain schedule from EA to Mayor
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Decision Report
To: Mayor and Councillors
From: Chief Executive
Date: Wednesday, 5 February 2020
File reference: Document: 2700413 Appendix A: 2020/21 groups of activities operating budgets and notes Appendix B: 2020/21 proposed capital projects (attached to this report)
Portfolio holder: All elected members.
Meeting date: Wednesday, 12 February 2020
Subject: 2020/21 Annual Plan – Council Review of Budgets – February 2020
Recommendations: THAT the report be received.
THAT the proposed budgets be approved for inclusion in the draft 2020/21 annual plan. OR
THAT the proposed budgets as amended be approved for inclusion in the draft 2020/21 annual plan.
1 Purpose
This report provides the Council with the opportunity to review the proposed budgets and work programme for the 2020/21 financial year (that being, 1 July 2020 to 30 June 2021).
The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable.
This report includes the following information: 1. Overall, the projected rate increase for the 2020/21 year 2. The group of activities cost of service summaries 3. An overview by group of activities of the key amendments made to the budgets between the LTP and the proposed annual plan (Appendix A) 4. The full 2020/21 schedule of capital projects (Appendix B)
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2 Background
Every three years the Council adopts its long term plan (LTP). The long term plan contains the forecast budget and work programme for the next ten years, and for the next 30 years for infrastructure assets.
In years two and three of the long term plan cycle, the Council produces an annual plan. The annual plan provides an opportunity for Council to make any necessary updates to the work programme (since the LTP was prepared), ensuring the plan is as up to date as possible for each financial year. Basically, it’s a refinement of the costs and programmes based on the current climate.
Year 1 Year 1 Year 2 Annual Year 3 Annual Year 2 Annual Year 3 Annual Long Term Long Term Plan (2019/20) Plan (2020/21) Plan (2022/23) Plan (2023/24) Plan (2018-28) Plan (2021-31)
Staff are currently working on the development of the annual plan for the 2020/21 year; that is, year three of the long term plan. A key part of the annual plan development is the preparation and review of the proposed budgets and work programme. The annual plan document, once drafted, needs to clearly identify the variations between what is proposed for 2020/21 and what the long term plan had detailed for that year.
3 Issues and Options
This report contains the proposed budget and work programme for the 2020/21 year. Your role as an elected member is to review this information and provide feedback to staff on whether the budget and work programme is appropriate for next year. Consider whether the projected rate increase for 2020/21 is appropriate; are the projects scheduled for 2020/21 all necessary in this year or could there be refinements to the timing; are there any projects missing or any that are no longer required… bearing in mind this is an exercise of ‘refinement’, and the long term plan is also currently being developed as well.
The financial material within this report and its appendices has been prepared based on the following: Table 1 below includes interest and depreciation. The values for interest and depreciation in the proposed annual plan values are at the levels contained in Year three of the LTP. Interest and depreciation are a consequence of previous year’s decisions and therefore are generally outside the control of the budget manager. We present table 1 in this way to focus attention on the proposed movement in income and expenditure that the budget manager may influence. The supporting activity cost of service statements Pages X to Y) are also presented in this way to highlight movements from the LTP. In Table 2 the impacts of the pensioner housing activity are removed as this activity is ring-fenced and funded entirely through user pays. In Table 2 interest and depreciation changes are also shown separately and their effect on the overall movement in costs. The starting point for budget preparation was the year 3 LTP figures. Overheads have been allocated as per LTP, i.e. are unchanged, other than for wastewater and water treatment overheads where an additional resource was allowed for. Note that amendments less than $15,000 have not been itemised within Appendix A.
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3.1 How does it look so far?
Overall, the proposed rates increases (on 2019/20 rates) are as follows:
Non-water rates: 2020/21 LTP 2020/21 AP
Non-water rates increase 5.43% 5.4%
Rates cap for the 2020/21 7.7% 7.7%
Water rates:
Water rates 6.0% 6.0%
Water rates cap for the 2020/21 8.2% 8.2%
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3.1.1 Table 1: [Includes interest and depreciation - Proposed annual plan interest and depreciation = year 3 LTP] In this table the proposed annual plan includes interest and depreciation as they were forecast in year three of the LTP. We have done this so we can show movements in the proposed annual plan for areas that budget managers can influence. Accordingly, we show the proposed changes in interest and depreciation separately later on in Table 3.
$ Change % Change 19/20 19/20 2020/21 19/20 Proposed $ Change % Change Budget to Budget to LTP Yr 3($) Budget ($) AP($) LTP to AP LTP to AP Proposed Proposed AP AP Expenditure 4,111,704 3,997,875 4,156,633 44,929 1.09% 158,758 3.97% Regulatory 6,661,744 6,688,619 6,488,367 (173,377) -2.60% (200,252) -2.99% Community Services 2,153,284 2,088,618 2,058,278 (95,006) -4.41% (30,340) -1.45% Community Development 3,601,336 3,657,174 3,874,443 273,107 7.58% 217,269 5.94% Leadership 22,057,342 22,521,662 22,330,707 273,365 1.24% (190,955) -0.85% Networks Total Cost of Service 38,585,410 38,953,948 38,908,428 323,018 0.84% (45,520) -0.12% Less Revenue (1,791,525) (1,725,447) (1,837,024) (45,499) 2.54% (111,577) 6.47% Regulatory (746,274) (780,264) (802,989) (56,715) 7.60% (22,725) 2.91% Community Services 0 0 0 0 0 0 0 Community Development 0 0 0 0 0 0 0 Leadership (4,560,121) (4,598,739) (4,843,131) (283,010) 6.21% (244,392) 5.31% Networks Total Revenue (7,097,920) (7,104,450) (7,483,144) (385,224) 5.43% (378,694) 5.33%
NET COST OF SERVICE (Total) 31,487,490 31,849,498 31,425,284 (62,206) -0.20% (424,214) -1.33%
Separating the water NET COST OF SERVICE (excl 24,283,542 24,301,596 24,252,691 (30,851) -0.13% (48,905) -0.20% Water) NET COST OF SERVICE (Water) 7,203,948 7,547,902 7,172,593 (31,355) -0.44% (375,309) -4.97% NET COST OF SERVICE (Total) 31,487,490 31,849,498 31,425,284 (62,206) -0.20% (424,214) -1.33%
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3.1.2 Table 2: Elderly Persons Housing (Ring-fenced) $ Change % Change 2020/21 19/20 19/20 19/20 Proposed $ Change % Change LTP Yr Budget to Budget to Budget ($) AP($) LTP to AP LTP to AP 3($) Proposed Proposed AP AP
Elderly Persons Housing - Expenses 410,460 402,352 413,460 3,000 -0.13% (48,905) -0.20% Elderly Persons Housing – Income (396,418) (450,372) (554,268) (157,850) 39.82% (103,896) 23.07% - 14,042 (48,020) (140,808) (154,850) (92,788) 193.23% NCoS Pensioner Housing 1102.76%
Separating the water
(excluding Elderly Persons Housing) NET COST OF SERVICE (excl Water) 24,269,500 24,349616 24,393,499 123,999 0.51% 43,883 0.18% NET COST OF SERVICE (Water) 7,203,948 7,547,902 7,172,593 (31,355) -0.44% (375,309) -4.97% NET COST OF SERVICE (Total) 31,473,448 31,897,518 31,566,092 92,644 0.29% (331,426) -1.04%
Note: We remove elderly persons housing as it is funded entirely through user pays so does not impact on rates.
Page 5 of 36 Council Agenda - 12-02-20 Page 154
3.1.3 Table 3: Proposed changes in depreciation and interest Depreciation and interest has changed from that forecast in the LTP for 2020/21 (year 3). Depreciation is impacted both by our delivery of capital works and the revaluation of our assets. Our anticipated capital works programme for the first two years of the LTP did not occur as we had forecast but this has been more than offset by higher than anticipated asset valuations.
In terms of proposed interest costs, a lower delivery of our capital works programme meant that we did not need to borrow as much as we had forecast. Interest rates have also remained lower than we forecast. Both factors have contributed to a lower forecast interest cost in the proposed annual plan compared to the LTP.
$ Change % Change 19/20 19/20 2020/21 19/20 Proposed $ Change % Change Budget to Budget to LTP Yr 3($) Budget ($) AP($) LTP to AP LTP to AP Proposed Proposed AP AP
Depreciation 7,796,950 7,577,888 8,160,912 363,962 4.67% 583,024 7.69% 2,387,103 2,210,359 1,935,000 (482,963) -20.23% (261,849) -11.85% Interest
Separating the water NET COST OF SERVICE (excl Water 24,269,500 24,349,616 24,196,789 (72,711) -0.30% (152,827) -0.63% and Elderly Persons Housing) NET COST OF SERVICE (Water) 7,203,948 7,547,902 7,250,303 46,355 0.64% (297,599) -3.94% NET COST OF SERVICE (Total) 31,487,490 31,897,518 31,447,092 (26,356) -0.08% (450,426) -1.41%
Page 6 of 36 Council Agenda - 12-02-20 Page 155
On the face it, given the numbers contained in the above tables, you could be forgiven for expecting a drop in rates. However, the above tables are only part of the story. Under the LGA, councils are charged with providing predictability and certainty of funding. That is to say, we are able to smooth out rating impacts from one off or cyclical expenditure providing we can demonstrate it is prudent to do so. We have been doing this for a number of years as you will see from the following graphs.
Water Rates
Net Cost of Service Rates Levied Transfer to and (from) Reserves Annual Plan 2019/20 7,548,000 $6,929,000 (619,000) Proposed Annual Plan 2020/21 7,250,303 $7,344,740 94,437
As you can see the budgeted net cost of service dropped between the two years 2019/20 and 2020/21. This was because we planned to undertake one off expenditure in 2019/20 in decommissioning a number of water bores. Predictability of rates will not be achieved if we have large movements up and down across different years. As such, when we believe it is prudent to do so, we smooth the impact on rates out over a number of years through transfers to and from retained earnings. At the same time, we continue to strive for efficiencies in what we do, and a number of those efficiencies have flowed through into the financial budgets for 2020/21.
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Water Activity of Council 9,000,000
8,000,000
7,000,000
6,000,000
5,000,000
4,000,000
3,000,000
2,000,000
1,000,000
0 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Historical Net Cost of Service Forecast Net Cost of Service Historical Water Rates Forecast Water Rates
So, just as we did not rate for all of last year’s net-cost of service for water, this year’s water rates will exceed projected net-cost of service as we recoup last year’s deficit.
Non-Water Rates
Net Cost of Service Rates Levied Transfer to and (From) Reserves Annual Plan 2019/20 24,349,616 $23,719,000 (630,616) Proposed Annual Plan 2020/21 24,196,789 $25,027,260 830,471
Once again we have used transfers to, and from, retained earnings to ensure predictability of rates in years prior to this annual plan. We have stepped the rates requirement up gradually as outlined in our 2018-28 LTP. While we see the net-cost of providing the activities reduced, we still need to recoup historical funding deficits.
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Non-Water Activity's of Council 30,000,000
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
0 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24
Historical Net Cost of Service Forecast Net Cost of Service Historical Non-Water Rates Forecast Non-Water Rates
Page 9 of 36 Council Agenda - 12-02-20 Page 158
3.2 Overview of proposed budgets for 2020/21 (Appendix A): For each group of activities, we have provided an overview of: the expenditure and revenue for the group the key amendments proposed (variations between year three of the LTP and the proposed annual plan).
The financial information contained in Appendix A is arranged as follows: . Governance and leadership group of activities: page 11 . Network services group overview: page 12 . Land transport group of activities: page 13 . Water supply group of activities: page 15 . Wastewater group of activities: page 17 . Stormwater group of activities: page 18 . Land drainage group of activities: page 19 . Solid waste group of activities: page 20 . Community services group of activities: page 21 . Community development group of activities: page 22 . Regulatory services group of activities: page 23
Please also refer to Appendix B for the proposed schedule of capital projects.
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4 Significance and Engagement Assessment
This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2017.
Staff have undertaken an assessment of significance and materialness to establish the level of engagement appropriate for the draft annual plan. This is discussed in a separate agenda item.
5 Budget Implications
This report presents the Council with the proposed budgets for the 2020/21 year, and the financial implications of those budgets.
6 Where to from here?
The next steps for the annual plan process are: The Council to consider the finalised budgets as part of the annual plan – 11 March If no consultation required, Council adopt the finalised annual plan – 25 March
Langley Cavers Chief Executive
Page 11 of 36 Council Agenda - 12-02-20 Page 160
Appendix A: 2020/21 groups of activities operating budgets and notes
1. Governance and Leadership group of services
$ Change 19/20 % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change Budget to Budget to Yr 3 ($) Budgets AP($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure
Democracy 2,417,023 2,320,488 2,508,170 91,147 3.77% 187,682 8.09%
Iwi Liaison 149,891 152,216 149,891 0 0.00% (2,325) -1.53%
Policy Development 1,034,422 1,184,470 1,216,382 181,960 17.59% 31,912 2.69% Total Cost of Service 3,601,336 3,657,174 3,874,443 273,107 7.58% 217,269 5.94% Less Revenue
Democracy 0 0 0 0 0 0 0
Policy Development 0 0 0 0 0 0 0 Total Revenue 0 0 0 0 0 0 0
NET COST OF SERVICE 3,601,336 3,657,174 3,874,443 273,107 7.58% 217,269 5.94%
Governance and leadership overview of amendments (between LTP and proposed 2020/21): Democracy - Councilor Remuneration - Increase of $118,000 (from LTP 2020/21 to proposed AP) required to comply with Remuneration Authority determination. The increase between 2019/20 to the proposed budget for 2020/21 is approximately $40,000. Democracy - Decrease of $27,000 (total) reflects various movements within the budget to align with actuals. Policy Development - RMA Policy - Increase of $95,000 to allow for additional Plan Changes, including National Policy Standards implementation. Policy Development - Strategic Planning - Proposed increase of $120,000 to cover the cost of external facilitators and a project advisor ($90,000 was approved by Council at its 28 November 2018 meeting). An additional $25,000 is required for Kaiaua Community Panel payments, and $5,000 for Iwi representation payments. Policy Development - Strategic Planning - Decrease of $10,000 for legal fees, and a decrease of $19,000 for Audit fees; both reductions will result in the budget more accurately reflecting actuals.
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2. Summary of Network services group
$ Change 19/20 % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change LTP % Change Budget to Budget to Yr 3 ($) Budgets AP ($) to AP LTP to AP Proposed AP Proposed AP Expenditure
Land Drainage 1,114,803 1,130,347 1,105,103 (9,700) -0.87% (25,244) -2.23%
Roading 8,901,405 8,902,004 9,183,285 281,880 3.17% 281,281 3.16%
Solid Waste 592,252 888,401 790,918 198,666 33.54% (97,483) -10.97%
Stormwater 832,727 855,872 814,349 (18,378) -2.21% (41,523) -4.85%
Wastewater 3,412,207 3,197,136 3,264,459 (147,748) -4.33% 67,323 2.11%
Water 7,203,948 7,547,902 7,172,593 (31,355) -0.44% (375,309) -4.97% Total Cost of Service 22,057,342 22,521,662 22,330,707 273,365 1.24% (190,955) -0.85% Less Revenue
Roading (4,167,000) (4,214,665) (4,368,670) (201,670) 4.84% (154,005) 3.65%
Solid Waste (87,109) (85,234) (326,461) (239,352) 274.77% (241,227) 283.02%
Stormwater 0 0 0 0 0 0 0
Wastewater (306,012) (298,840) (148,000) 158,012 -51.64% 150,840 -50.48%
Water 0 0 0 0 0 0 0 Total Revenue (4,560,121) (4,598,739) (4,843,131) (283,010) 6.21% (244,392) 5.31%
NET COST OF SERVICE 17,497,221 17,922,923 17,487,576 (9,645) -0.06% (435,347) -2.43%
Page 13 of 36 Council Agenda - 12-02-20 Page 162
2a. Land Transport group of services
Land transport proposed operating projects budgets for 2020/21:
$ Change % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Yr 3 ($) Budget AP ($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure Roading Interest 661,174 643,072 661,174 0 0.00% 18,102 2.81% Administration 485,714 477,062 484,667 (1,047) -0.22% 7,605 1.59% Amenity Maintenance 470,018 459,900 482,018 12,000 2.55% 22,118 4.81% Depreciation 3,221,334 3,129,238 3,221,334 0 0.00% 92,096 2.94% Non-Subsidised Works 400,624 357,369 309,107 (91,517) -22.84% (48,262) -13.50% Other Subsidised 1,580,992 1,712,682 1,792,436 211,444 13.37% 79,754 4.66% Pavement Maintenance 1,303,515 1,275,456 1,291,515 (12,000) -0.92% 16,059 1.26% Professional Services 757,144 826,785 920,144 163,000 21.53% 93,359 11.29% Public Transport 20,890 20,440 20,890 0 0.00% 450 2.20% Roading Capital 0 0 0 0 0.00% 0 0.00% Total Cost of Service 8,901,405 8,902,004 9,183,285 281,880 3.17% 281,281 3.16% Less Revenue Roading Income (4,167,000) (4,214,665) (4,368,670) (201,670) 4.84% (154,005) 3.65% Total Revenue (4,167,000) (4,214,665) (4,368,670) (201,670) 4.84% (154,005) 3.65%
NET COST OF SERVICE 4,734,405 4,687,339 4,814,615 80,210 1.69% 127,276 2.72%
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Land Transport overview of amendments (between LTP and proposed 2020/21): Amenity Maintenance – An increase of $12,000 is proposed for extra spraying to optimize the mowing of roadsides. This is to be offset against a reduction in unsealed road maintenance budget. Both budgets attract the same subsidy percentage from NZTA. Pavement maintenance – As above, $12,000 decrease proposed (reallocation to Amenity Maintenance). Non-Subsidised Works – A decrease of $91,000 is proposed for 2020/21 as several non-subsidised budgets will be re-allocated to subsidised budgets. Other Subsidised – A total increase of $211,000 is proposed for the annual remark of line marking. This is to be reallocated from the capital Traffic Services Renewal budget as the line marking is depreciated over one year. $15,000 additional funding is requested to cover expected over-expenditure on electricity (based on historic actuals). Footpath maintenance budgets are re-allocated from non- subsidised to subsidised based on NZTA’s decision to subsidise footpaths in the current NLTP. Professional Services – An increase of $163,000 is proposed. Budget ($20,000) for Traffic Management Plan Admin has been re- allocated from the Non-subsidised Traffic Management Plan budget. An increase in budget is also requested for the TMC role which was not previously within the roading team. To be partially offset by an increase in fees for Corridor Access Request System and NZTA subsidy (see Appendix B).
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2b. Water Supply group of services
$ Change % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Yr 3 ($) Budget AP ($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure Depreciation 1,866,271 1,813,372 1,866,271 0 0.00% 52,899 2.92% Fixed Costs 211,060 206,113 211,060 0 0.00% 4,947 2.40% Headworks 351,594 766,933 319,983 (31,611) -8.99% (446,950) -58.28% Interest 889,758 1,001,903 889,758 0 0.00% (112,145) -11.19% Major Maintenance 157,038 39,122 25,000 (132,038) -84.08% (14,122) -36.10% Other 394,081 401,377 351,330 (42,751) -10.85% (50,047) -12.47% Overheads 919,151 902,035 979,151 60,000 6.53% 77,116 8.55% Pumpstations 38,703 48,367 21,163 (17,540) -45.32% (27,204) -56.24% Reticulation 649,971 680,361 746,706 96,735 14.88% 66,345 9.75% Treatment 1,726,321 1,688,319 1,762,171 35,850 2.08% 73,852 4.37% Total Cost of Service 7,203,948 7,547,902 7,172,593 (31,355) -0.44% (375,309) -4.97% Less Revenue Water Income 0 0 0 0 0 0 0 Total Revenue 0 0 0 0 0 0 0
NET COST OF SERVICE 7,203,948 7,547,902 7,172,593 (31,355) -0.44% (375,309) -4.97%
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Water supply overview of amendments (between LTP and proposed 2020/21): Headworks - Suicide and Bores reduced by $36,000 as this was decommissioned in 2019/20. Major maintenance - Reduced by $132,000 as Councils renewal capital works programme addresses this work requirement. Other - The budget for other general activity management has decreased by $42,000, mainly in the area of C&M charges. Overheads – This budget was increased due to the appointment of a water treatment team leader. Pumpstations – This budget was reduced by $17,000 to reflect the closure of the Kaimanawa pumpstation. Reticulation – An increase of $97,000 is proposed as a result of anticipated cost increases to maintain the network. Treatment – Total increase of $36,000 is proposed due to an increase in the size of the team and various minor refinements within the proposed budget.
The overall change from LTP year 3 is only $31,000 in total. The main change from the 2019/20 annual plan is decommissioning costs that were included as a one off; this has resulted in a significant drop of $447,000 between the 2019/20 annual plan and the proposed plan for 2020/21 for Headworks.
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2c. Wastewater group of services
$ Change % Change 19/20 2020/21 LTP Yr 3 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Proposed ($) Budget AP ($) LTP to AP LTP to AP Proposed AP AP Expenditure Depreciation 785,172 762,202 785,172 0 0.00% 22,970 3.01% Fixed Costs 185,270 180,928 143,262 (42,008) -22.67% (37,666) -20.82% Interest 416,819 296,982 416,819 0 0.00% 119,837 40.35% Major Maintenance 98,634 96,324 18,634 (80,000) -81.11% (77,690) -80.65% Other 196,865 225,065 112,568 (84,297) -42.82% (112,497) -49.98% Overheads 624,928 613,437 664,928 40,000 6.40% 51,491 8.39% Pumpstations 264,215 247,999 277,215 13,000 4.92% 29,216 11.78% Reticulation 125,268 137,412 131,503 6,235 4.98% (5,909) -4.30% Treatment 715,036 636,787 714,358 (678) -0.09% 77,571 12.18% Total Cost of Service 3,412,207 3,197,136 3,264,459 (147,748) -4.33% 67,323 2.11% Less Revenue Wastewater Income (306,012) (298,840) (148,000) 158,012 -51.64% 150,840 -50.48% Total Revenue (306,012) (298,840) (148,000) 158,012 -51.64% 150,840 -50.48%
NET COST OF SERVICE 3,106,195 2,898,296 3,116,459 10,264 0.33% 218,163 7.53%
Wastewater overview of amendments (between LTP and proposed 2020/21): Fixed Costs - Wastewater rates expense has been reduced by $42,000 due to a realignment with actuals (revaluations). Major Maintenance – A reduction of $80,000 is proposed due to revised C&M charges, and costs being reallocated to capital. Other – A reduction of $84,000 for general activity management is proposed; mostly in the areas of design and Tech Services. Income – A decrease of $158,000 is proposed (total). This change reflects the Allied Faxi contract which was reduced since the last LTP (the company produced less waste, and therefore were charged less).
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2d. Stormwater group of services
$ Change % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Yr 3 ($) Budget AP($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure Depreciation 390,531 380,472 390,531 0 0.00% 10,059 2.64% Floodgates 5,179 5,058 1,058 (4,121) -79.57% (4,000) -79.08% Interest (101,709) (57,339) (101,709) 0 0.00% (44,370) 77.38% Maintenance/Fencing/Culverts 9,947 9,719 9,947 0 0.00% 228 2.35% Mechanical Cleaning 20,842 17,139 20,842 0 0.00% 3,703 21.61% Other 165,124 159,274 154,688 (10,436) -6.32% (4,586) -2.88% Overheads 273,091 268,212 273,091 0 0.00% 4,879 1.82% Pumps 10,739 10,987 9,486 (1,253) -11.67% (1,501) -13.66% Reticulation 35,509 48,100 38,404 2,895 8.15% (9,696) -20.16% Vegetation Control 23,474 14,250 18,011 (5,463) -23.27% 3,761 26.39% Total Cost of Service 832,727 855,872 814,349 (18,378) -2.21% (41,523) -4.85% Less Revenue Income 0 0 0 0 0 0 0 Total Revenue 0 0 0 0 0 0 0
NET COST OF SERVICE 832,727 855,872 814,349 (18,378) -2.21% (41,523) -4.85%
Stormwater overview of amendments (between LTP and proposed 2020/21): Various minor amendments proposed.
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2e. Land Drainage and Flood Protection group of services
$ Change % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Yr 3 ($) Budget AP ($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure Depreciation 180,068 174,871 180,068 0 0.00% 5,197 2.97% Floodgates 30,475 33,523 23,390 (7,085) -23.25% (10,133) -30.23% Interest (156,721) (140,506) (156,721) 0 0.00% (16,215) 11.54% Maintenance/Fencing/Culverts 12,653 12,356 12,653 0 0.00% 297 2.40% Mechanical Cleaning 242,956 263,000 263,000 20,044 8.25% 0 0.00% Other 61,605 60,159 61,605 0 0.00% 1,446 2.40% Overheads 258,113 253,470 258,113 0 0.00% 4,643 1.83% Pumps 292,170 285,320 286,995 (5,175) -1.77% 1,675 0.59% Vegetation Control 193,484 188,154 176,000 (17,484) -9.04% (12,154) -6.46% Total Cost of Service 1,114,803 1,130,347 1,105,103 (9,700) -0.87% (25,244) -2.23%
NET COST OF SERVICE 1,114,803 1,130,347 1,105,103 (9,700) -0.87% (25,244) -2.23%
Land drainage overview of amendments (between LTP and proposed 2020/21): Mechanical Cleaning – An increase of $20,000 is proposed due to a combination of additional km’s scheduled to be cleaned and an increase in cost per km. Vegetation control – A decrease of $17,000 is proposed as some budgets were more than required, and others were aligned with actual spend.
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2f. Solid Waste group of services
$ Change % Change 19/20 2020/21 LTP Yr 3 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to ($) Budget AP ($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure Closed Tip Sites 79,744 382,675 78,884 (860) -1.08% (303,791) -79.39% Refuse Collection 205,812 203,145 205,812 0 0.00% 2,667 1.31% Solid Waste Other 89,225 89,705 103,696 14,471 16.22% 13,991 15.60% Transfer Stations 217,471 212,876 402,526 185,055 85.09% 189,650 89.09% Total Cost of Service 592,252 888,401 790,918 198,666 33.54% (97,483) -10.97% Less Revenue Solid Waste Income (87,109) (85,234) (326,461) (239,352) 274.77% (241,227) 283.02% Total Revenue (87,109) (85,234) (326,461) (239,352) 274.77% (241,227) 283.02%
NET COST OF SERVICE 505,143 803,167 464,457 (40,686) -8.05% (338,710) -42.17%
Solid waste overview of amendments (between LTP and proposed 2020/21): Transfer Stations – An increase of $185,000 is proposed to align with an increase in waste disposal fees and volumes at both Waihi and Paeroa transfer stations. Solid Waste income – An increase of $239,000 is expected from user fees and charges (increased fees were implemented 20 May 2019).
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3. Community Services group
$ Change 19/20 % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change Budget to Budget to Yr 3 ($) Budgets AP($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure
Community Facilities 2,014,635 1,970,101 2,003,772 (10,863) -0.54% 33,671 1.71%
Recreation 4,647,109 4,718,518 4,484,595 (162,514) -3.50% (233,923) -4.96% Total Cost of Service 6,661,744 6,688,619 6,488,367 (173,377) -2.60% (200,252) -2.99% Less Revenue
Community Facilities (559,920) (601,587) (701,889) (141,969) 25.36% (100,302) 16.67%
Recreation (186,354) (178,677) (101,100) 85,254 -45.75% 77,577 -43.42% Total Revenue (746,274) (780,264) (802,989) (56,715) 7.60% (22,725) 2.91%
NET COST OF SERVICE 5,915,470 5,908,355 5,685,378 (230,092) -3.89% (222,977) -3.77%
Community Services overview of amendments (between LTP and proposed 2020/21): Swimming pools – A reduction of $74,000 is budgeted for operating costs. Projected income has reduced by $16,000 based on forecast patronage. Event Centre - Despite an increase in fees and charges, the projected income was reduced by $22,000. The expenses were also reduced by $11,000 to align with the 2019/20 budget. Libraries - Expenses were reduced by $24,000 across the activity. Income also reduced by $12,000 to reflect anticipated income. Sportsfields - The income for sportsfields has been reduced by $17,000 to reflect anticipated income. Recreation Reserves - A number of amendments within the budget resulted in a reduction of $52,000. Elderly Persons Housing - Income increased by $158,000 (also reflected in the proposed changes to fees and charges) due to the increase in rental income. Cemeteries - Increase of $12,000 in both costs and income (this is not a change to fees and charges). Halls - $17,000 reduction in costs; and $23,000 reduction in income. This better reflects historical spending for reactive repairs and routine servicing.
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4. Community Development group of services
$ Change % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change % Change 19/20 Budget to Budget to Yr 3 ($) Budgets AP($) LTP to AP LTP to AP Proposed AP Proposed AP Expenditure
Community Growth 924,222 868,838 868,336 (55,886) -6.05% (502) -0.06%
Community Initiatives 1,229,062 1,219,780 1,189,942 (39,120) -3.18% (29,838) -2.45% Total Cost of Service 2,153,284 2,088,618 2,058,278 (95,006) -4.41% (30,340) -1.45% Less Revenue
Community Growth 0 0 0 0 0 0 0
Community Initiatives 0 0 0 0 0 0 0 Total Revenue 0 0 0 0 0 0 0
NET COST OF SERVICE 2,153,284 2,088,618 2,058,278 (95,006) -4.41% (30,340) -1.45%
Community development overview of amendments (between LTP and proposed 2020/21): Economic Development – A decrease in the Project Assistance budget of $11,000 is proposed. This budget has been reallocated to make funds available to implement the tourism strategy. Positive Paeroa funding – A reduction of $25,500 is proposed. According to the Letter of Agreement with Positive Paeroa, they receive $50,000 per annum from Council with the ability to receive up to an additional $37,000 from Council as dollar-for-dollar matching for external funds they receive. This means the total possible grant to this organisation is $87,000 per year (however only $65,000 has been budgeted as this is more realistic). Go Waihi - Proposed decrease of $16,000; rationale as above. Hauraki Rail Trail – A total proposed increase of $13,000. $11,500 is budgeted to align overheads to the agreement, an additional $1,200 increase for 1/3 of the Asset Insurance originally missed in the agreement. Conservation Initiatives - Funding has been reduced by $21,000 to $17,000. Grants and Donations - Budget has been reduced by $10,000 in total. Social Initiatives - The operating budget has been reduced by $17,000 to $99,000.
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5. Regulatory Services group
% Change $ Change 19/20 % Change 19/20 2020/21 LTP 19/20 AP Proposed $ Change LTP to Budget to Budget to Yr 3 ($) Budgets AP($) LTP to AP AP Proposed AP Proposed AP Expenditure
Animal Control 617,275 599,962 607,192 (10,083) -1.63% 7,230 1.21%
Building Services 1,470,205 1,443,250 1,469,205 (1,000) -0.07% 25,955 1.80%
Community Protection 882,637 833,342 831,349 (51,288) -5.81% (1,993) -0.24%
RMA Implementation 1,141,587 1,121,321 1,248,887 107,300 9.40% 127,566 11.38% Total Cost of Service 4,111,704 3,997,875 4,156,633 44,929 1.09% 158,758 3.97% Less Revenue
Animal Control (376,932) (369,285) (342,932) 34,000 -9.02% 26,353 -7.14%
Building Services (760,982) (745,331) (760,982) 0 0.00% (15,651) 2.10%
Community Protection (137,602) (105,436) (109,801) 27,801 -20.20% (4,365) 4.14%
RMA Implementation (516,009) (505,395) (623,309) (107,300) 20.79% (117,914) 23.33% Total Revenue (1,791,525) (1,725,447) (1,837,024) (45,499) 2.54% (111,577) 6.47%
NET COST OF SERVICE 2,320,179 2,272,428 2,319,609 (570) -0.02% 47,181 2.08%
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Regulatory services overview of amendments (between LTP and proposed 2020/21): Community Protection - An overall reduction of $51,000 in expenses which is largely due to abandoned mines monitoring. RMA Implementation - An increase of $80,000 is proposed to reflect actual expenditure and the consultant costs of processing more complex consents. Animal Control - Proposed decrease of $34,000 in income, reflecting the actual fines expected for animal control. Proposed increase of $10,000 for dog registration fees, based on the number of registered dogs. Animal control expenses also decreased by $10,000. Community Protection - Health and Liquor Licensing - Income reduced by $27,000 due to a reduction in expected fees and charges and licensing. RMA Implementation – Income increased by $107,000 due to expected increase in consent activity.
Note: Building Control - $180,000 carried forward to 2020/21 financial year for the implementation of online provision.
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Appendix B: 2020/21 proposed capital projects
Project budgets Proposed
2020/21 per LTP 2020/21 budget Levels of Service – Land transport Minor Improvements 545,221 635,221 New Footpaths - Paeroa 70,607 70,607 New Footpaths - Plains 7,938 7,938 New Footpaths - Waihi 29,507 29,507 New Road Extensions 156,673 156,673 New Kerb Channel Stormwater Control - Paeroa 57,447 57,447 Access and Mobility 73,114 73,114 New Kerb Channel Stormwater Control - Waihi 57,447 57,447 New Kerb Channel Stormwater Control - Plains -
Total 997,954 1,087,954
Renewals – Land transport Footpath Renewal - Paeroa 10,445 10,445 Footpath Renewal - Plains 5,222 5,222 Footpath Renewal - Waihi 5,222 5,222 Minor Improvements - (Renewal) 181,740 181,740 Unsealed Roading Renewals 104,448 104,448 Sealed Road Resurfacing 1,288,893 1,288,893 Pavement Rehabilitation 971,370 1,201,370 Drainage Renewals 146,228 146,228 Structures Component Replacement 116,982 216,982 Traffic Services Renewal 141,005 11,005 Dust Coat Seals 20,890 20,890
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Project budgets Proposed
2020/21 per LTP 2020/21 budget Mahuta Rd North Underslip - East Coast Rd Underslip - LED Replacement -
Total 2,992,445 3,192,445
Levels of Service - Water District Water Demand Management 52,634 102,634 Kaimanawa Connection with Plains or Paeroa - Kerepehi Fencing - Paeroa Fencing - Waihi Fencing - Waitakaruru Fencing - Kerepehi Working Platform - Plains Zone Metering - Waihi Zone metering - Ohinemuri Pipeline Encasement 37,896 37,896 Waihou Pump 1 VSD - Waikino Pukekauri Network Extension 236,852 236,852
Total 327,382 377,382
Renewals - Water District Cast Iron Pipe Renewal 105,268 105,268 District Treatment Asset Renewals 128,426 128,426 District Upgrading and Replacing of SCADA Equipment 2,105 2,105 District Water Meter Renewals 210,535 376,272
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Project budgets Proposed
2020/21 per LTP 2020/21 budget District Wide Pipe Renewal Programme (Service Continuity) 578,971 578,971 Paeroa UV Lamps - Plains Kerepehi UV Lamp Renewals - Plains Resource Consents Waitakaruru - Waitakaruru Caustic Dose Pump - Waitakaruru Turbidimeter - Waitakaruru UV Lamps Renewal - Kerepehi Membrane Renewals 887,405 1,145,433 Kerepehi Reservoir Sealing - Kerepehi Tanners Pond Desludging 26,948 Kerepehi UV Lamps Renewal - Paeroa Intake Screen 15,000 Paeroa Raw Water Pumps 65,792 65,792 Paeroa Resource Consent Renewal - Paeroa Standby Pump for Dell Pumpstation - Plains Waitakaruru Riparian Planting - District Wide Water Bulk Water Take Points 50,000 Plains Reticulation Booster and Transfer Pumps 145,000 Plains Waitakaruru Dose Pump Renewals - Waihi Treatment Plant Roof - Paeroa Ballast - H&S Upgrades - Kaimanawa Decommission Existing WTP - KarangahakeMackaytown PRV Refurbishments -
Total 1,978,502 2,639,215
Page 28 of 36 Council Agenda - 12-02-20 Page 177
Project budgets Proposed
2020/21 per LTP 2020/21 budget Levels of Service - Wastewater Optimisation of the Ngatea Pump network to allow for the Ngatea North subdivision 130,000 Kerepehi Fencing 55,581 - District Wide SCADA Upgrade - Karangahake to Paeroa Wastewater Line - Wastewater Waihi DAF Sludge Process 375,000 Paeroa Chemical Phosphorus Removal Drum Filter etc 140,000 Victoria Street Wastewater Pump Station Generator - Wastewater Ngatea Inflow Metering - Wastewater Paeroa Suspended Solids Analyser - Wastewater Turua Inflow Metering - Kerepehi WWP -
Total 55,581 645,000
Renewals - Wastewater District Wide Pipe Renewals Condition 25,094 675,094 Waihi East - Pipe Renewals Hydraulic 68,424 128,424 Paeroa - Pipe Renewals Hydraulic 526,338 526,338 District Wide Pond Desludging 73,687 464,362 District Wide Reactive Renewals Plants Pumpstations 36,844 36,844 District Wide Replacement Pumpstation Cabinets etc 34,696 34,696 District Wide Sewer Pump Renewals 26,317 26,317 Kerepehi Resource Consents 2,632 142,632 Ngatea Aerator Component Renewals - Ngatea Screen Refurbishment - Ngatea Outflow Meter Renewal Sewer Plant 10,527 10,527
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Project budgets Proposed
2020/21 per LTP 2020/21 budget Paeroa Resource Consents - Paeroa Waveband Renewals 209,350 Paeroa Nitrifying Filter Renewals 31,580 31,580 Paeroa UV Lamp Renewals 6,948 6,948 Paeroa VSD Renewals 26,317 26,317 Turua Outflow Meter Renewal - Turua Repair Blanket 60,000 Turua Aerator Component Renewals 5,263 5,263 Waihi Aerator Component Renewals - Waihi DAF Sludge Process 263,169 307,543 Waihi Resource Consents 126,321 126,321 Waitakaruru Prostep Onsite Set Renewals 17,685 17,685 Waitakaruru STP Component Renewals 29,475 49,475 Waitakaruru UV Disinfection Unit 10,106 10,106 Wastewater District Wide Pipe Renewals - Wastewater District Wide Pipe Renewals Waihi East Manholes 80,000 Wastewater Paeroa Aerator Component Renewals - Wastewater Paeroa Replacement Screen 75,484 Wastewater Waihi Aerator Component Renewals - Wastewater Waitakaruru Prostep Onsite Set Renewals - Wastewater Whiritoa Inflow Metering - Wastewater Whiritoa Resource Consents - Whiritoa Aerator Component Renewals - Whiritoa Irrigation Block Renewals 78,951 378,951 Whiritoa Upgrading WWTP 78,951 78,951 H&S Upgrades -
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Project budgets Proposed
2020/21 per LTP 2020/21 budget
Total 1,479,325 3,509,208
Levels of Service - Land Drainage EPDD H Drain Culverts 3,137 3,137 WPDD Central North Scada Installation - WPDD Hopai West Scada Installation - WPDD Martinovich Scada Installation - WPDD Miranda Scada Installation - WPDD Capital contribution to WRC Muggeridge pump project 345,000 Pūkorokoro - Land Drainage and Flood Protection 550,000 WPDD Pouarua Maukoro Structures 204,000 WPDD Rawerawe Scada Installation -
Total 3,137 1,102,137
Renewals - Land Drainage EPDD Terrace Stop Banks - WPDD Hot Springs Canal Stop Banks (F1) - WPDD Waitakaruru Right Stop Bank (F1) - WPDD Foreshore Stop Banks (F1) - WPDD Miranda Stop Banks (F1) - WPDD Karito Canal Stop Banks (F1) - WPDD Miranda North Stop Banks (F1) - WPDD Mangawhero Flume replacement - WPDD Miranda Pump (F1) - WPDD Central North Pump (P) - WPDD Hopai West Pump Screens (P) -
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Project budgets Proposed
2020/21 per LTP 2020/21 budget WPDD Maukoro Canal Left Stop Banks (F2) - WPDD SB Reconstruction Hot Springs - WPDD Smythes Flood Gates 304,242 304,242
Total 304,242 304,242
Levels of Service - Solid Waste Paeroa Transfer Station - Upgrade - Waihi Transfer Station - Upgrade -
Total - -
Levels of Service - Stormwater Stormwater Kaiaua Upgrades 10,527 10,527 Stormwater - Kaiaua Stream Works - Stormwater kerepehi Upgrades 1,579 1,579 Stormwater Ngatea Upgrades 18,948 18,948 Stormwater Paeroa Upgrades - Stormwater Turua Upgrades - Stormwater Waihi Upgrades 57,897 107,897 Stormwater Whirtoa Upgrades -
Total 88,951 138,951
Renewals - Stormwater Stormwater Kaiaua Floodgates 20,000 Stormwater Waihi Renewals 8,421 33,421
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Project budgets Proposed
2020/21 per LTP 2020/21 budget Stormwater Whiritoa Renewals - Stormwater Paeroa Renewals 8,421 33,421 Stormwater Ngatea Renewals 6,316 6,316 Stormwater Kerepehi Renewals 3,158 3,158 Stormwater Turua Renewals 3,158 3,158 Stormwater Kaiaua Renewals 3,158 3,158
Total 32,632 102,632
Levels of Service - Community Facilities Kaiaua Toilets - Miranda Cemetery Drainage - Pukerimu Cemetery Major Development 148,655 Paeroa Pensioner Housing Renewals -
Total - 148,655
Renewals - Community Facilities Plains Pensioner Housing Renewals 19,787 19,787 Waihi Cemetery berms - Waihi Hall - new chairs - Waihi Event Centre - New LED lights 27,077 27,077 Paeroa Pensioner Housing Renewals 22,911 22,911 Waihi Pensioner Housing Renewals - Heating and Ventilation (EPH all district) -
Total 69,775 69,775
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Project budgets Proposed
2020/21 per LTP 2020/21 budget
Levels of Service - Recreation Ngatea library and service centre 1,301,775 1,501,775 District Libraries - Radio Frequency Identification - Paeroa - Wharf Street upgrade - Paeroa Domain additional toilets/Trial recom 150,000 Paeroa Domain Amenity Gardens 20,828 20,828 Turua Walkway -
Total 1,322,603 1,672,603
Renewals - Recreation Primrose Hill Project - District Libraries - Book Budget 150,364 150,364 District Pools - Pool Toys 31,243 31,243 Kaiaua Boat Ramp Playground 20,828 20,828 Ngatea - Main Street renewal - College Sparky Shop - Seal metal road - Paeroa - Renewals Recreation 5,207 5,207 Paeroa Domain Entrance Upgrade - Paeroa Domain Playground Upgrade - Swimming Pools Annual Allowance (District wide) 5,207 5,207 Plains - Renewals Recreation 10,414 10,414 Waihi - Gilmour Park Playground Poured Surface - Waihi - Renewals Recreation 5,207 5,207 Karangahake Reserve development - Wharf Street Jetty Project -
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Project budgets Proposed
2020/21 per LTP 2020/21 budget Whiritoa Tennis Court Resurface - Ngatea - Dudding Reserve development - Paeroa - Olga St Walkway - Waihi - Victoria Park Playground Upgrade - Waikino swing bridge carpark -
Total 228,470 228,470
Renewals - Corporate Plant Renewals 312,120 312,120 Technology Renewals (incl CCTV) 260,100 260,100
Total 572,220 572,220
Levels of Service - Property Waihi Transfer Station - Victoria Park Dumpstation - Construct Subdivision - Ngatea North - Ngatea North Subdivision - Stage 3 -
Total - -
Renewals - Property Hauraki House Air Conditioning Unit Replacement 10,414 10,414 Replace lights in Hauraki House with LEDs - Hauraki House - New toilets downstairs - Carpeting Council Chambers area -
Page 35 of 36 Council Agenda - 12-02-20 Page 184
Project budgets Proposed
2020/21 per LTP 2020/21 budget Waihi - Replace Windows Waihi Art Centre - Croquet club renewals - Paeroa Dog Pound - Ngatea Depot Reroof 8,331 8,331 Paeroa Depot Reroof - Ngatea Service Centre Upgrade 32,284 32,284 Chambers Restaurant - Security fencing for pool cars - Miscellaneous Property Renewal 358,383 358,383
Total 409,412 409,412
Grand Total - Renewals and Level of Service 10,862,631 16,200,301
Page 36 of 36 Council Agenda - 12-02-20 Page 185
Decision Report
To: Mayor and Councillors
From: Strategic Planning Manager Strategic Planner Date: Thursday, 30 January 2020
File reference: Document: 2701451 Appendix A: 2695281
Portfolio holder: Mayor Toby Adams
Meeting date: Wednesday, 29 January 2020
Subject: Our Place | Tā tātou kainga – community engagement
Recommendation: THAT the report be received, and
THAT Our Place | Tā tātou kainga community engagement plan – phase one be approved.
1 Purpose
Further to the workshop item of 28 January 2020, staff are seeking approval to progress with Phase One of the Community Outcomes review as part of the Long Term Plan 2021 process.
2 Background
The purpose of local government in the Local Government Act 2002 has changed – there is now a focus on communities’ wellbeing, now and in the future. There is an opportunity here to have a conversation with the community about their wellbeing priorities and what the Council can do to promote them.
A key part of the development of our long term plans is our strategic direction and taking into account our communities’ wellbeing, so this is an opportune time to ask our communities what makes our district a great place to live, work and visit. This early engagement could result in a change to our existing community outcomes’.
At its Council workshop on 28 January 2020, the Council reviewed the community engagement plan and provided feedback and suggestions on engaging our communities. The Council approved the draft engagement plan (phases one and two) in principle, with the proviso that it would be refined per discussions and brought back at a later date.
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3 Issue and options
Staff have refined the community engagement plan tactics for phase one as a result of the Council workshop on 28 January and this is included in Appendix A. At the time of writing, some event information was not available. Staff propose to present a calendar of events to the Council at the meeting.
3.1 Phase one As presented at the January workshop, phase one is an information gathering exercise to find out what the aspirations are for our communities. There will be no ‘wrong answer’. It consists of: asking open ended questions, receiving blanket feedback in a variety of ways prompting people with questions such as “what do you like about our place?” and “what would make our place better?”.
It is proposed that the Council approves phase one of the engagement plan at its meeting of 12 February as shown in Appendix A. It is intended that as phase one is near completion, we will review what worked well, and what didn’t. We will then be well-placed to review our plans for phase two to ensure we are maximising our efforts.
3.2 Phase two As presented at the January workshop, phase two involves aggregating information from phase one into themes, or groups, including known data and constraints, and asking our communities to prioritise them. This phase will provide a picture of what our communities value, and how we could enhance their wellbeing. We intend phase two tactics to be similar to phase one, i.e. digital media, radio, stalls at existing events. The major difference in the tactics for phase two is the addition of some family fun days in each main town, with games, bouncy castle, spot prizes as incentives and face painting.
The Council approved phase two and the family fun days in principle at its workshop on 28 January 2020. It is proposed that while staff may need to book stalls and resources for phase two in advance, this is done in accordance with the Council direction previously given. We propose that a revised plan for phase two is presented to the Council along with the results of phase one, at its 11 March 2020 meeting.
3.3 The result The outcome of this phase two should provide us with the priorities of our communities, enough for us to develop some community outcomes. We intend to develop some draft outcomes from this engagement process for the Council to workshop in April, for formal consideration at the 14 May 2020 Council meeting.
The feedback provided from our communities will assist us through the long term planning process as we consider: if public aspirations match up with our Council objectives if our activities contribute to achieving these community aspirations if our service levels, targets and measures describe the level of performance sought by the community if we have we improved the communities well-being and moved towards meeting the communities’ aspirations and how we measure this
It is intended that this engagement process will inform our proposed programmes and budgets for 2021-31. When we have developed a proposed plan, we will need to consult our
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communities using a ‘consultation document’ to ask whether we have it right. This consultation is legislatively required, and will be carried out in early 2021 and a separate engagement plan will be developed for this.
4 Significance and Engagement Assessment
This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2017.
The level of engagement considered appropriate for this matter, at this point in time, is to involve (i.e. a participatory process to identify aspirations prior to decision-making) with the community as a whole.
5 Budget Implications
5.1 Budget Consultation for the long term plan is budgeted for cyclically. The budget for the Consultation Document and LTP process is budgeted for in 2020/21. However, through the Significance and Material Assessment presented to Council as part of the Annual Plan 2020/21 budget item separately within the agenda of the 12 February, a full consultation process is not being proposed for the Annual Plan. Without the need to use the budget previously allocated for Annual Plan consultation, the costs of delivering the attached community engagement plan are expected to be within the approved budget for the Strategic Planning existing budget.
The materials for phase one and two proposed are expected to be under $10,000.
As noted in the engagement plan, a number of items can be sourced at no cost by various staff members, however engagement of this type can be demanding on staff time. It is estimated staff time to prepare phase one will be approximately 150 hours over January and February. This is predominantly spread in the Strategic Planning team but does involve some time of the Communication Team and Information Technology team. Councillor time to attend events is additional to this. However, is expected to be approximately 5 hours for phase one.
In terms of phase two the hours would need to be determined post the outcomes of phase one, however is expected to be similar again throughout March and early April.
6 Recommendation
The Council should make its decision on which option to choose based on that option being the most cost effective, and good quality option for the Hauraki District (s10 of the Local Government Act 2002).
Staff are recommending Council support phase one of the proposed community engagement plan for the review of the Community Outcomes.
Jolene Nelson Sarah Holmes STRATEGIC PLANNING MANAGER STRATEGIC PLANNER
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Appendix A:
Draft Community Engagement Plan Our Place | Tā tātou kainga
Council Agenda - 12-02-20 Page 189
1 What this is about / Purpose
The purpose of local government in the Local Government Act 2002 has changed – there is now a focus on communities’ wellbeing, now and in the future. There is an opportunity here to have a conversation with the community about their wellbeing priorities and what the Council can do to promote them. A key part of the development of our long term plans is our strategic direction and taking into account our communities’ wellbeing, so this is an opportune time to ask our communities what makes our district a great place to live, work and visit. This early engagement could result in a first principles change to our ‘community outcomes’.
2 What’s happened so far / Background
The preparation and adoption of a long term plan occurs three yearly; even though the plan is for ten years; some of the planning is for 30 years (for infrastructure assets). One of the purposes of a long term plan, according to the Local Government Act 2002, is to describe the community outcomes of the local authority’s district. Essentially, engaging with our communities early means that we are asking what their wants and needs are before we propose our programme for the next ten years. The Council’s strategic direction set out in our 2018-28 long term plan consists of our vision, mission, and community outcomes. Community outcomes were previously legislated, and have changed form in various ways over the past 18 years. They are currently defined in the Local Government Act 2002 as follows: community outcomes means the outcomes that a local authority aims to achieve in order to promote the social, economic, environmental, and cultural well-being of its district or region in the present and for the future. Society of Local Government Managers (SOLGM) notes that in an engagement process like this: There will naturally be a community wellbeing focus There will be some aspirations that are not just Council orientated, and this may require advocacy from the Council Prioritisation and focus is needed
There is no requirement to carry out early engagement, however it is appropriate to consider what the community wants from its district, and what role we can play in that.
3 What’s happening / Progress update
At its Council workshop on 12 December 2019, the Council expressed that its vision is fit for purpose and a review of the vision statement is not likely to be required, however it would like to identify what community priorities are. The Council confirmed that it would like to engage meaningfully with its communities in early 2020, and shared some ideas of what they expected of engagement: Drop in days don’t work. Family and friends’ day (food, games, bouncy castle, face painting etc) Speak to playcentres, crèche, primary schools about events that Council could tap into. Provide food as an incentive. Provide activities to keep the children entertained. Potential for playcentres to provide the activities for us. Waitangi Day celebrations, connect with sub-communities. The key is that we listen to the ideas we've heard and it's clear we've heard. Mobile stall / gazebo on site at existing events, get out and talk. Ensure all age groups are reached in a way that suits them. o Public meetings still work for rural communities. o School newsletters to market events.
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o Kahui ako - community of learning groups. o Probus and Grey Power. Identify gaps in our feedback demographic and fill them as we go. People don't know what happens at the Council. We need to inform them.
At the Council workshop of 28 January, Council approved in principle the phase one and phase two approach on the understanding further details will be provided throughout the project.
4 How we’ll approach this / Engagement strategy
We are proposing a ground up approach, meeting in the middle with known information, including data we have regarding our communities, our services, and our assets. Essentially, we do have some things we legislatively have to do, so we will need to meet our communities’ aspirations with some realistic lens. To put our communities’ views to work in our long term plan, we need to be holding discussions with the community in February and March 2020. These aspirations will inform staff’s projects, programmes and budget priorities. It is proposed to approach this early engagement in two phases.
4.1 Phase one: no wrong answers This phase will consist of asking open ended questions, receiving blanket feedback in a variety of ways noted below. To prompt people, we could ask questions such as “What do you like about our place?” and “What would make our place better?”. These questions would be open and voluntary, however we can have some targeted prompting questions to test the data we already have e.g. deprivation levels. The intent of this phase is information gathering and finding out what the aspirations are for our communities. There will be no ‘wrong answer’. Specific tactics for this phase are detailed further in this document. The information gathered in this phase will then need to be rationalised and a gap analysis carried out. We will group feedback appropriately and couple with relevant data or statistics available, filling in gaps with information from government departments where possible.
4.2 Phase two: prioritisation We will ask our communities to confirm our aggregation of feedback, and ‘trade off’ or ‘vote’ to help prioritise what’s most important to them. We will include more information here on constraints, and what might not be possible for us. This phase will provide a picture of what our communities value, and how we could enhance their wellbeing. The outcome of this phase should provide us with the priorities of our communities, enough for us to develop some community outcomes. The feedback provided from our communities will assist us through the long term planning process as we consider: Do public aspirations match up with our Council objectives? How do our activities contribute to achieving these community outcomes? Our service levels, targets and measurement - do targets describe the level of performance sought? Have we improved the communities well-being and moved towards meeting the communities’ aspirations? How can we measure this?
It is intended that this early engagement informs our long term planning process, including our proposed programmes and budgets for 2021-31. When we have developed a proposed plan, we will need to consult our communities using a ‘consultation document’ to ask whether we have it right. This consultation will be carried out in early
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2021 and a separate engagement plan will be developed for this.
5 What do we want to achieve / Objectives
Our objectives are: to learn our communities’ aspirations for our district, to inform our communities of the constraints we are facing, to develop a succinct list of community priorities for the district.
Our engagement process will be successful when: our key audiences are informed of the process, and their opportunity to participate we have gained feedback from groups who don’t usually participate (Māori, children, young people, busy working people) the Council feels they have gained enough feedback to make their decisions our communities and interested parties have the opportunity to share their views in a manner that suits them, to the extent practicable information is compelling and easy to understand information is presented in Te Reo Māori where possible for displays and consultation material the decisions made by council are communicated to those who may be interested. 6 What do we need to be aware of / Risks
RISK MITIGATION
Respondents focusing on detailed issues, Ensure service request availability on e.g. rubbish pick up late, pothole on my any given feedback mechanism. road. Look for themes in detailed issues/requests. Some respondents feeling they are not Allow for individual responses to be heard, if responses aggregated into shown within aggregation. generic themes. Focus on rates, rather than bigger issues Clear method of aggregation needs to of affordability and ability to pay. be developed, e.g. when rates increases are mentioned is this to mean they are struggling to afford rates bill? Not necessarily.
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7 Who do we need to talk to / Key audiences
INTERNAL
The elected members - Hauraki District Council All Council staff, with particular regard to the customer services team regarding information enquiries
EXTERNAL
All residents, ratepayers, and visitors Tangata Whenua, Iwi, Maori People who would normally not contribute to feedback processes (low socio economic, children, youth, millennials, busy working people) Representative groups (including for residents, ratepayers, business, industry)
What are we going to say / Key messages
7.1 Phase one We want to know what you value - what you love about our district, and what you think could be better. This isn’t just about the Council - there are no wrong answers. Tell us what makes Hauraki District “Our Place”. o What do you love about our district? o What makes our district a great place to work? o What makes our district a great place to play? o Why do you choose to live here or visit? o What makes this community thrive? o Where do you see our district in ten years? o What do you want to see in our district? o Where could things be improved? o What would make your life in our district better? o What do you want to see more of? o What do you want to see less of?
7.2 Phase two We asked you what makes Hauraki District ‘Our Place’ This is what we know already (data/statistics, constraints) This is what you told us (feedback received in aggregated themes) Check out the feedback here… (website) These are the things that came up. Let us know what means the most to you – is it any of these, or something else?
Who’s going to say it? / Spokesperson/s Mayor Toby Adams will be the key spokesperson. All elected members should take ownership of all areas of the district, given this feedback will guide their key strategic document for the next ten years. Chief Executive Langley Cavers could also comment on operational matters. Key staff involved (but not media spokespeople): Jolene Nelson – Strategic Planning Sarah Holmes – Strategic Planning
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Terri Casey – Strategic Planning Paula Trubshaw – Communications Margaret Maclaurin - Communications
When will we say it? / Project timeframes Task Start Finish Approval in principle to proceed 28 January 2020 28 January 2020 with engagement Council approval of early 12 February 2020 12 February 2020 engagement plan and budget Phase one consultation period 6 February 2020 24 February 2020 (gathering information) Information aggregated and 6 February 2020 4 March 2020 prepared for further consultation Debrief on phase one 4 March 2020 11 March 2020 Council review of aggregated 11 March 2020 11 March 2020 information (results of phase one) Phase two consultation period 13 March 2020 30 March 2020 (prioritisation) Family and friends’ day 14 March 2020 15 March 2020 Waihi, Paeroa, Ngatea ELT reviews results of 9 April 2020 9 April 2020 consultation and potentially draft community outcomes Council workshop to review 22 April 2020 23 April 2020 results of consultation and draft community outcomes Formal adoption of community 13 May 2020 13 May 2020 outcomes Publication of results 14 May 2020 14 June 2020 We need to talk – engagement on Early 2021 Early 2021 the LTP consultation document and supporting information (which will end up forming our LTP)
Note: more detailed timeframes for staff are provided in the LTP list to tasks (2664926)
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How are we going to say it / The details We have a whole range of communication and engagement tools available to us; of course the tools vary in cost, resource intensity, suitability for our council etc. We intend for the materials to have Te Reo Maori translations where possible, and to minimise our impact on the environment in our resources and event planning.
7.3 Phase one: 6 February – 24 February
TARGET AUDIENCE COST TIMEFRAMES WHO? TACTIC DIGITAL MEDIA We need to talk website - The bulk of this content can be used for other Website browsers Staff time 29 Jan – 30 Jan Sarah comms, i.e. comms team can use information to form other content. Facebook users All residents, ratepayers, Media release – tell us what makes this ‘Our Place’ Staff time 5 Feb – 15 Feb Comms visitors Facebook schedule of posts: Staff time Sarah Facebook users – geographical Post to raise awareness and link to We need to talk. 6 Feb – 24 Feb Sponsored posts up to $200 Margaret target (for sponsored posts) Regular schedule of open questions/conversation starters total as required
KANOHI KI TE KANOHI (FACE TO FACE)
Stalls at events – suggestions include: Staff time Waitangi Ki Paeroa 2020 (6 Feb) Elected members’ time 6 Feb Jolene Waihi Lions’ Market (15 Feb) Maori/iwi 15 Feb Sarah Paeroa Car Boot Market (15 Feb) Stall fees - free 22 Feb Councillors Local communities Waihi Car Boot Market (TBA) Giveaways to entice people Karangahake market (22 Feb) $1000
Paeroa: TBD SP team BA5 meetings - Councillor attendance, with staff support if required. Elected members’ time Business community Waihi: TBD Councillors Ngatea: TBD Public meetings Kerepehi: TBD SP team Staff time Kaihere: TBD By invitation to key community member or by geographic areas Councillors Elected members’ time Turua: TBD Patetonga: TBD
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TARGET AUDIENCE COST TIMEFRAMES WHO? TACTIC Representative group meetings (facilitated working groups)
Probus Grey Power SP team Lions Staff time TBD Local community groups Councillors Rotary Elected members’ time Extinction Rebellion Any other suggestions welcomed
BROADCAST MEDIA
Mayor’s radio spots: Mayors existing weekly radio Gold FM on Tuesdays Staff time to provide spots Local communities Nga Iwi (weekly, Tues) information. Comms Maori/iwi More FM (fortnightly) SP team Paid advertising 6 Feb for 2 Advertising $2000 Visitors Simple and short advertisement pointing people to We need to talk for weeks. schedule of events, or our offices for more info.
PRINT MEDIA Local newspaper advertising
Hauraki Herald (HH) Waihi Leader (WL) Kaiaua Compass (KC) Approx $1500 Commencing 7 February Comms Newspaper readers Plains Profile (PP) Whiritoa Tidings (WT) Waikino Whisper (WW)
Can put up earlier than 6 Feb Kristene Posters Staff time and internal printing People visiting CBD if website ready SP team
School newsletters Staff time 7 February SP team Staff time Coincide with rates due date SP team Council offices display Display materials $200 20th February Lyn
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8 Appendix A: Event schedule (calendar view)
Please note staff are working on working on updating these calendars and progressed drafts will be presented at the Council meeting on the 12 February. Paeroa – Blue / Plains – Green / Waihi – Gold - DRAFT - Phase one - February 2020
Sun Mon Tue Wed Thu Fri Sat 1
2 3 4 5 6 7 8 Waitangi Ki Paeroa 2020 1pm-4pm
Start phase one 9 10 11 12 13 14 15 Waihi Lions’ Market Paeroa Car Boot Market
16 17 18 19 20 21 22 Karangahake market
23 24 25 26 27 28 29
Finish phase one
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Paeroa – Blue / Plains – Green / Waihi – Gold - DRAFT - Phase two - March 2020
Sun Mon Tue Wed Thu Fri Sat 1 2 3 4 5 6 7
8 9 10 11 12 13 14
Paeroa – Pa Wars? Assess after phase Start phase two one events
15 16 17 18 19 20 21 Ngatea Fun Day 10am – 12pm Waihi Lions Market (tentative change) Paeroa Car Boot Waihi Fun Day 1pm- Market 3pm 22 23 24 25 26 27 28
Beach Hop Warm Up Karangahake market Party
29 30 31
Finish phase two
Note – only known events with confirmed dates are placed on this calendar. Page 13 of 13
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Decision Report
To: The Mayor and Councillors
From: Strategic Planner
Date: Tuesday, 26 November 2019
File reference: Document: 2680411
Portfolio holder: Mayor Adams
Meeting date: Wednesday, 12 February 2020
Subject: Review of Dangerous and Insanitary Buildings Policy 2010
Recommendation: THAT the report be received, and
THAT the Council approve the timeframes for the review of the Earthquake-prone, Dangerous and Insanitary Buildings Policy 2010 and
THAT Councillors Milner, Daley, Broad and Anderson be appointed to a Councillor working party to work with staff on the review, and
THAT the Councillor working party work with staff to establish a draft stakeholder engagement approach for approval by the Council, to be undertaken as part of the special consultative procedure (s83 of the Local Government Act 2002).
1 Purpose
This report seeks approval of the proposed review timeframes of the Earthquake-prone, Dangerous and Insanitary Buildings Policy 2010. It also seeks the formation of a councillor working party to work with staff on the policy review.
The decision involves a new project, which is considered to be aligned with the purpose of local government as it provides for the performance of regulatory services.
2 Background
2.1 The Building Act 2004 The Building Act 2004 (the Act) requires every territorial authority to have a dangerous and insanitary buildings policy.1 The policy use to have to cover earthquake-prone building policies
1 Section 131 Building Act 2004
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as well, however this requirement was removed in 2017 when the Government introduced one system that covers all of New Zealand.
In the Act a building is dangerous if in the ordinary course of events (excluding the occurrence of an earthquake), the building is likely to cause— • injury or death (whether by collapse or otherwise), or • damage to other property, or • in the event of fire, injury or death to any persons in the building or on other property.
Example of dangerous buildings are where a load bearing internal wall has been removed or there are inadequate fire systems in place.
A building is insanitary if the building — • is offensive or likely to be injurious to health because of how it is situated or constructed; or it is in a state of disrepair; or • has insufficient or defective provisions against moisture penetration so as to cause dampness in the building or in any adjoining building; or • does not have a supply of potable water (drinking water) that is adequate for its intended use; or • does not have sanitary facilities that are adequate for its intended use.
A council policy must cover - • the councils approach to the inspection of dangerous and insanitary buildings, e.g. routine planned inspections v reacting to community complaints, • when the council will take enforcement action and the form that enforcement action will take, e.g. when enforcement officers will give warnings, issue formal notices to fix, or close access to a building; and • how the policy will apply to heritage buildings.
2.2 The Council’s Policy The Council’s Earthquake-prone, Dangerous and Insanitary Buildings Policy 2010 is overdue for review. The five-year review was placed on hold by the Council in 2015 because, at the time, the changes to the earthquake-prone building system were pending and it was uncertain how legislative changes would affect the policy.
The policy requires several changes, including: • the removal of policies for earthquake-prone buildings as the Council no longer has discretion on how to manage earthquake-prone buildings and must implement the national earthquake-prone building system.2 • the policy must also take into account ‘affected’ buildings, which are buildings adjacent to, adjoining, or nearby a dangerous building. This requirement was introduced into the Act in 2013.
The Franklin Dangerous and Insanitary Buildings Policy also needs to be revoked. This is the last Franklin policy to be revoked. Both polices can be viewed on the Council’s website here https://www.hauraki-dc.govt.nz/our-council/policies/
2 For further information on the national earthquake-prone building system please see the report on this agenda on the implementation of the system.
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3 Issue and options
3.1 Timeframes for policy review A policy must be reviewed every five years in accordance with the Act, however if it is not reviewed it still remains in effect (will not be automatically revoked). The Council’s policy is overdue for review and also conflicts with the new earthquake-prone buildings system
Staff propose the review of the policy begin in early 2020 and a draft policy is presented for the consideration of the Council the first Council meeting in May 2020. Following the adoption of a draft policy by the Council community engagement must occur in the form of the special consultative procedure. The proposed dates for this are Friday 15 May 2020 - Monday 15 June 2020 with a hearing of feedback on 8 July 2020. These proposed timeframes would also align with the review of other regulatory policy/bylaw matters as listed in section 4 of this report.
3.2 Establishment of the Councillor Working Party The Mayor would like to establish a Councillor working party to work with staff on the review of the (Earthquake-prone) Dangerous and Insanitary Buildings Policy, including the development of a draft stakeholder engagement approach for this policy work. It is recommended the following Councillors make up the working party; Councillors Milner, Daley, Broad and Anderson.
The same working party will also work with staff on the implementation of the earthquake- prone building system and associated policy work.
4 Significance and Engagement Assessment
The decision to form a councillor working party is not considered significant under the Significance and Engagement Policy 2017.
The Council must use the special consultative procedure to consult with the community on the review of the policy. The Council must: • Prepare and adopt a statement of proposal, • Provide at least 1 month for interested persons to provide their views to the Council, • Provide persons interested in the proposal with an opportunity to present their views to the Council in in a manner and format that is appropriate to the preferences and needs of those persons.
The detail of the special consultative procedure will be discussed with the Councillor working party and a recommendation reported to the Council. It is likely this public consultation will take place in conjunction with the consultation on the earthquake-prone building system policy work, the draft Freedom Camping Bylaw, and the draft Gambling Policy.
5 Budget Implications
There are no budget implications associated with the resolutions in this report, however consultation undertaken as part of community engagement will involve expenditure in the democracy activity. This is not considered to be additional expenditure as it can be met through existing budget provision.
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6 Recommendation
It is recommended a Councillor working party is formed to work with staff on the review of the Council’s Earthquake-prone, Dangerous and Insanitary Buildings Policy 2010 and the proposed timeframes for this work are approved.
Charan Mischewski Strategic Planner
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Decision Report
To: The Mayor and Councillors
From: Strategic Planner
Date: Tuesday, 26 November 2019
File reference: Document: 2678101
Portfolio holder: Mayor Adams
Meeting date: Wednesday, 12 February 2020
Subject: Implementation of the earthquake-prone building system and associated policy work
Recommendation: THAT the report be received, and
THAT the Council approve the timeframes for the implementation of the earthquake-prone building system contained in this report, and
THAT Councillors Milner, Daley, Broad and Anderson be appointed to a Councillor working party to work with staff on the implementation of the earthquake-prone building system, including the development of a communications plan, and
THAT the Councillor working party work with staff on the identification of ‘busy thoroughfares’ and ‘strategic transport routes’ for the approval of the Council prior to public consultation, and
THAT the Councillor working party work with staff to establish a draft stakeholder engagement approach for approval by the Council, to be undertaken as part of the special consultative procedure (s83 of the Local Government Act 2002) for the identification of ‘busy thoroughfares’ and ‘strategic transport routes’, and
THAT the Councillor working party work with staff and report back to the Council on the options for potential council funding (if any) associated with the implementation of the earthquake-prone buildings system.
1 Purpose
This report summarises the central government earthquake-prone building system for the information of the Council. It also seeks the formation of a councillor working party to work with staff on implementation of the system and associated policy work. Approval of the proposed timeframes for this work is also sought.
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The matter or suggested decision does involve a new programme of work within the building control activity and policy activity.
2 Background
2.1 The earthquake-prone buildings system – The Building Act 2004 In 2017 a single national system for earthquake-prone buildings (EPBs) was introduced, removing the requirement for territorial authorities (TAs) to have their own policy on EPBs.1
EPBs are those likely to collapse causing injury or death, or damage to other property, during or following a moderate earthquake.2 A whole building or a part of a building can be earthquake prone. Buildings that are used mainly for residential purposes are not covered by the EPB system, unless they are more than one-storey in height or are comprised of 3 or more household units. Other buildings not covered by the system include, for example; a farm building, a monument (unless you can enter it), a bridge, a dam or a tunnel.
Under the EPB system TAs must assess all relevant buildings in their district to determine if they are potentially earthquake-prone. If a building is likely to be earthquake-prone the owner must have an engineer assessment undertaken. If the building does not meet the relevant building code standards it must be remediated. The timeframes in which these steps must be undertaken depends on whether a district is considered low, medium or high seismic risk.
See Appendix A for an indicative map of seismic risk areas for New Zealand.
Priority earthquake-prone buildings In medium and high seismic risk areas the Act also differentiates between ‘priority’ EPBs and other EPBs. Priority buildings are those that must be remediated in half the time because they are considered higher risk due to their location, type or use. There are two key categories of priority buildings: • those that are prescribed in the Act, which include certain hospitals, emergency and education buildings,3 and • those that are described in the Act and determined with community input, which include; o parts of unreinforced masonry buildings on thoroughfares with sufficient vehicle and pedestrian traffic, and o buildings that could impede strategic transport routes (in terms of an emergency response) if they were to collapse in an earthquake.4
The majority of the Hauraki District is considered medium seismic risk. This is discussed in more detail in the issue and options section of this report.
1 On 1 July 2017 the Building (Earthquake-prone Buildings) Amendment Act 2016 came into effect and amended the Building Act 2004. 2 There are 3 profile categories of buildings that must be identified as potentially earthquake-prone; A – unreinforced masonry buildings, B - pre-1976 buildings either three or more storeys or 12 metres or greater in height, and C – pre-1935 buildings that are one or two stories. There are some exclusions. 3 Section 133AE of the Building Act 2004. 4 Section 133AF(2)(a) and (b) of the Building Act 2004.
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The table below outlines the timeframes in the Act councils and building owners must meet depending on the seismic risk area of the area.
Seismic risk Territorial authorities must identify Owners of EPBs must carry out area potential EPBs by: seismic work within (from issue of EPB notice): Priority Building Other Building Priority Building Other Building
High 1 January 2020 1 July 2022 7.5 years 15 years
Medium 1 July 2022 1 July 2027 12.5 years 25 years
Low NA 1 July 2032 NA 35 years
Building owners can apply for a 10-year extension to complete strengthening works for an earthquake-prone building that is a Category 1 listed building or on the National Historic Landmarks list. Exemptions may also apply for isolated buildings.5
Reporting TAs must report to the Ministry for Business, Innovation and Employment (MBIE) on their progress in identifying potential EPBs. The information about EPBs will be publicly displayed on the buildings themselves (via a notice) and available in the online EPB register: https://epbr.building.govt.nz/
Further information on the EPB system can be found at https://www.building.govt.nz/managing-buildings/managing-earthquake-prone-buildings/
2.2 What has been happening around New Zealand? 31 councils around New Zealand where the district has land in high or medium risk areas have completed the identification of priority EPBs.
Some high profile buildings have been closed in various parts of the country, including New Plymouth’s Yarrow Stadium and Wellington’s Town Hall and Central Library.
2.3 What has been happening in the Waikato? When searching the online EPB register the only EPBs registered in the Waikato Region at the time of writing this report were located in the Waipa District. This means Waipa have issued EPB notices to the building owners. No other councils have registered buildings as yet.
Matamata-Piako and Thames-Coromandel District Councils have consulted with their communities on the identification of busy thoroughfares and strategic routes. The Thames-Coromandel District Council identified 400- 770 Pollen St (from Richmond St and Cochrane St)
5 Section 10 of the Building (Specified Systems, Change the Use, and Earthquake-prone Buildings) Regulations 2005.
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Thames, as a busy thoroughfare where buildings will be considered priority buildings. Matamata-Piako District Council classified sections of the main streets in Te Aroha, Morrinsville and Matamata as busy thoroughfares. Neither Council included strategic routes for consultation with the community.
3 Issue and options
3.1 Timeframes for the implementation of the earthquake-prone building system The majority of the Hauraki District is classified as a medium seismic risk area. The Kaiaua Coast is a low seismic risk area. This means the Council must identify all potential earthquake- prone priority buildings by 1 July 2022 and others by 1 July 2027, with the exception of the Kaiaua Coast which does not have to be complete until 1 July 2032.
However, before the identification of priority buildings can be complete the Council must undertake consultation with the community on the identification of ‘busy thoroughfares’ and ‘strategic routes’ so it knows if buildings in these areas will also be classified as priority buildings. For this reason, and the fact Council staff are getting several queries each month about the earthquake-prone status of buildings, staff recommend the Council commence the implementation of the earthquake-prone building system and associated policy work this year (in 2020).
Council approval is sought on the high level timeframes for the potential EPB identification and notification process and initial policy work:
Action to be taken Indicative Timeframes
Undertake consultation with the community on whether or not there Friday 15 May 2020 - Monday are any ‘busy thoroughfares’ or ‘strategic transport routes’ in the 15 June 2020 with a hearing of District on which adjacent EPBs should be deemed priority buildings. feedback on 8 July 2020. Council undertakes building inspections to identify buildings or parts Complete assessments across of buildings that are potentially earthquake prone (priority and non- entire District by mid-2020. priority buildings). Council to send letters to owners of potential EPBs that are priority End of 2020/early 2021. buildings requesting engineering report. Council to send letters to owners of potential EPBs that are not Late 2021/early 2022. priority buildings requesting engineering report. Building owner(s) to get engineering report and send to the Council Legally this must be done for review. within 12 months of letter received from the Council. Council to determine if building is earthquake-prone and issue EPB Must be in reasonable notice. Council must add property to national register. timeframe of receiving engineering report. Building owner(s) to have remediation work undertaken. Legally this must be within 12 ½ years or 25 years of issue of EPB notice.
3.2 Establishment of the Councillor Working Party The Mayor would like to establish a Councillor working party to work with staff on the following matters before they are reported back to the Council for consideration: • the statement of proposal for public consultation on the identification of ‘busy thoroughfares’ and ‘strategic transport routes’, and • the development of a draft stakeholder engagement approach for the policy work above, and
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• the options for potential council funding (if any) associated with the implementation of the earthquake-prone buildings system.
The Mayor recommends the following Councillors make up the working party; Councillor Milner, Daley, Broad and Anderson. The same working party will work with staff on the review of the Dangerous and Insanitary Buildings Policy.
4 Significance and Engagement Assessment
The decision to form a councillor working party is not considered significant under the Significance and Engagement Policy 2017.
The Council must use the special consultative procedure to consult with the community on the identification of ‘busy thoroughfares’ and ‘strategic routes’. The Council must: • Prepare and adopt a statement of proposal, • Provide at least 1 month for interested persons to provide their views to the Council, • Provide persons interested in the proposal with an opportunity to present their views to the Council in in a manner and format that is appropriate to the preferences and needs of those persons.
The detail of the special consultative procedure will be discussed with the Councillor working party and a recommendation reported to the Council. It is likely the special consultative procedure will take place in conjunction with that for the Draft Dangerous and Insanitary Buildings Policy, the Draft Freedom Camping Bylaw, and the draft Gambling Policy.
5 Budget Implications
There are no budget implications associated with the resolutions in this report, however consultation undertaken as part of community engagement will involve expenditure in the policy development and democracy activities. This is not considered to be additional expenditure as it can be met through existing budget provision.
The cost of the identification of potential EPBs is part of the building control activity. This is not considered to be additional expenditure as it can be met through existing budget provision as accommodated for in the 2018-28 Long Term Plan.
There may be additional staff resource required to review the engineering assessments that potential EPB owners must have undertaken, however this will depend on the number of potential EPBs in the district. If there are budget implications this will be reported on separately to the Council.
6 Recommendation
It is recommended that a Councillor working party is formed to work with staff on the implementation of the EPB system and associated policy work. Staff recommend the proposed timeframes for this work as contained in this report are approved by the Council.
Charan Mischewski Strategic Planner
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Appendix A: Seismic Risk Areas (indicative only)
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Decision Report
To: The Mayor and Councillors
From: Strategic Planner
Date: Friday, 29 November 2019
File reference: Document: 2684984
Portfolio holder: The Mayor
Meeting date: Wednesday, 12 February 2020
Subject: Review of the Gambling Policy 2017
Recommendation: THAT the report be received, and
THAT the Council approve the timeframes for the review of the Gambling Policy 2017 contained in this report, and
THAT Councillors Milner, Tilsley, Spicer, Garrett and Wilkinson be appointed to a Councillor working party to work with staff on the review of the Gambling Policy 2017, including engagement undertaken prior to the special consultative procedure, and
THAT the Councillor working party work with staff to establish a draft stakeholder engagement approach for approval by the Council, to be undertaken as part of the special consultative procedure (s83 of the Local Government Act 2002).
1 Purpose
This report seeks the formation of a Councillor working party to work with staff on the review of the Gambling Policy 2017. Approval of the proposed timeframes for the review is also sought.
The decision involves a new project, which is considered to be aligned with the purpose of local government as it provides for the performance of regulatory services.
2 Background
2.1 The Legislation In accordance with the Gambling Act 2003 a person operating a class 4 gambling venue (non- casino gaming machine ‘pokie’ venue) must have a licence to operate and they also require a
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licence for the venue. The Department of Internal Affairs issues the licences, however council consent is required for: • the establishment of new gaming machine venues in its district, and • any increase to the number of gaming machines at a venue, and • the relocation of an existing licensed gaming machine venue to a new location.
In accordance with the Racing Act 2003, the New Zealand Racing Industry Transition Agency (previously the NZ Racing Board), or an agency appointed by them, may operate an Agency venue (where the main business carried out is sport or racing betting e.g. TAB). Council consent is required to establish an Agency venue in its district.
For this reason it is compulsory for all local councils to have policies for gaming machine venues and Agency venues in their district.1 A councils gambling policy – • Must specify whether or not new gaming machine venues and new Agency venues may be established in its district, and • Must specify where any venue may be located, and • May specify a maximum number of gaming machines that may be operated at a gaming machines venue, including whether or not existing venues can increase the number of gaming machines they operate,2 and • May include a relocation policy, where the council sets out if and when consent will be granted for a new gaming machine venue to replace an existing venue.3
Please note, a council cannot reduce the number of gaming machines already permitted to operate at an existing venue. If a venue has not had a licence for six months, then a new licence must be applied for and a council’s policy will apply.
The Gambling Act and Racing Act state that in preparing/reviewing a policy a council must have regard to the social impact of gambling within its district. In addition, whenever a council is considering whether to include a relocation policy in its class 4 venue policy, it must consider the social impact of gambling in high-deprivation communities within its district. This is normally documented by way of a social impact assessment prepared at the time of the review. Paeroa, Waihi and Kerepehi are all considered to have high deprivation ratings in accordance with the New Zealand Deprivation Index 2013.
There have been changes made to the Racing Act 2003 since the last review of the policy. These changes will be considered during the review, however do not appear to have policy implications other than changes to definitions such as the new name of the NZ Racing Board.
2.2 The Council’s Gambling Policy 2017 The Council’s 2017 Social Impact Assessment notes there are 9 gaming machine venues in the district that operate a total of 119 gaming machines. This is the same number of venues and machines in operation since the Council started recording this data in 2011.
The Council’s Gambling Policy puts the following caps in place: • no more than 9 gaming machine venues shall operate in the District, and • no more than 69 gaming machines are permitted in the district, and
1 Section 101, Gambling Act 2003 and section 65D of the Racing Act 2003. The Council combined its policies on gaming machine venues and TABs into one policy in 2004. 2 Non-casino gaming machine venues established after 17 October 2001 may not have more than nine machines, and need local authority consent to have any at all. Venues that had a licence on 17 October 2001 may operate no more than 18 machines. This can be increased to 18, but only with the consent of the relevant council and the Department of Internal Affairs. 3 If a relocation policy is not included the licence will not be able to be transferred and a new application will have to be submitted.
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• new venues shall not be allowed more than 9 gaming machines.
The aim is that eventually the number of gaming machines will be reduced to meet the national average of number of people per machine. To be in line with the national average population per machine of 302 people per gaming machine, the Hauraki District would need to have 67 machines in total (based on the estimated population used at the time).
The policy also states the predominant activity of any gaming machine venue shall be for the sale and supply of alcohol, or alcohol and food, where the venue has an on-licence or club licence premises. They cannot be located within 50 metres of a school/childcare facility and gambling cannot be visible to passing pedestrian traffic.
Agency venues are permitted as long as they comply with the rules in the Hauraki District Plan or Franklin District Plan. The policy can be viewed at https://www.hauraki- dc.govt.nz/assets/council_documents/Policies/GamblingRacingVenuePolicy2017.pdf
There have been no applications for new venues, relocation or an increase in gaming machines since the last policy review.
3 Issue and options
3.1 Timeframes for policy review The review of this policy is required every three years, therefore a review should be completed by 1 September 2020.
Staff propose the review of the policy begin in early 2020 and a draft policy is presented for the consideration of the Council at its first council meeting in May. Following the adoption of a draft policy by the Council community engagement must occur in the form of the special consultative procedure. The proposed dates for this are Friday 15 May 2020 - Monday 15 June 2020 with a hearing of feedback on 8 July 2020. These proposed timeframes would also align with the review of other regulatory policy matters as listed in section 4 of this report.
It is proposed that a social impact report is prepared as per prior reviews. This will include a desktop review of statistical information and staff liaising with key stakeholders. A meeting of stakeholders could also be held to discuss the impact of gambling in our communities. This information will inform the review process.
3.1 Establishment of the Councillor Working Party The Mayor would like to establish a Councillor working party to work with staff on the review of the policy, including the stakeholder engagement prior to the special consultative procedure. The Mayor recommends the following Councillors be appointed to the working party; Councillors Milner, Spicer, Tilsley, Garett and Wilkinson. This working party will also work with staff on the review of the Council’s Freedom Camping Bylaw.
4 Significance and Engagement Assessment
The decision to form a councillor working party is not considered significant under the Significance and Engagement Policy 2017.
The Council must use the special consultative procedure to consult with the community on the review of the policy. The Council must:
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• prepare and adopt a statement of proposal, • provide at least 1 month for interested persons to provide their views to the Council, • provide persons interested in the proposal with an opportunity to present their views to the Council in in a manner and format that is appropriate to the preferences and needs of those persons.
The detail of the special consultative procedure will be discussed with the Councillor working party and a recommendation reported to the Council. It is likely this public consultation will take place in conjunction with the consultation on the earthquake-prone building system policy work, the draft Dangerous and Insanitary Buildings Policy, and the draft Freedom Camping Bylaw.
In accordance with the Acts the Council must give notice of the proposed policy to the Racing Industry Transition Agency (previously the NZ Racing Board), each corporate society that holds a class 4 venue licence for a venue and organisations representing Māori in the District.
5 Budget Implications
There are no budget implications associated with the resolutions in this report, however consultation undertaken as part of community engagement will involve expenditure in the democracy activity. This is not considered to be additional expenditure as it can be met through existing budget provision.
6 Recommendation
It is recommended that a Councillor working party is formed to work with staff on the review of the Council’s Gambling Policy 2017 and the proposed timeframes for this work are approved.
Charan Mischewski Strategic Planner
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Decision Report
To: The Mayor and Councillors
From: Strategic Planner
Date: Thursday, 28 November 2019
File reference: Document: 2680644
Portfolio holder: Mayor Adams
Meeting date: Wednesday, 12 February 2020
Subject: Review of the Freedom Camping Bylaw 2013
Recommendation: THAT the report be received, and
THAT the Council approve the timeframes for the review of the Freedom Camping Bylaw 2013 contained in this report, and
THAT Councillors Milner, Tilsley, Spicer, Garrett and Wilkinson be appointed to a Councillor working party to work with staff on the review of the Freedom Camping Bylaw 2013, including engagement undertaken prior to the special consultative procedure, and
THAT the Councillor working party work with staff to establish a draft stakeholder engagement approach for approval by the Council, to be undertaken as part of the special consultative procedure (s83 of the Local Government Act 2002).
1 Purpose
This report seeks the formation of a Councillor working party to work with staff on the review of the Freedom Camping Bylaw 2013. Approval of the proposed timeframes for the review is also sought.
The decision involves a new project, which is considered to be aligned with the purpose of local government as it provides for the performance of regulatory services.
2 Background
2.1 The Freedom Camping Act 2011 Freedom camping is defined in the Freedom Camping Act 2011 (the Act) as camping (other than at a camping ground) within 200 metres of; • a motor vehicle accessible track (e.g. a formed road or non-formed road), • a Great Walks Track, or
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• the low-tide line at the beach or harbour.
Freedom camping includes using a tent or other temporary structure, a caravan, a car or other motor vehicle.
The Act was put in place to allow councils and the Department of Conservation (DOC) to better manage freedom camping on land controlled or managed by them.1 The Act permits freedom camping on DOC land and a local authority area,2 unless it is prohibited by a bylaw made under the Act or other legislation, such as the Reserves Act 1977. A bylaw can also be used to place restrictions on certain areas, for example only permitting freedom camping in self- contained vehicles. A council cannot make bylaws that effectively ban freedom camping in all local authority areas in its district.
Having a freedom camping bylaw in place is not compulsory, however it is seen as a better tool to effectively deter the negative behaviour associated with freedom camping than tools under the Reserves Act 1977 or the Local Government Act 2002. Prior to the Act DOC and councils could only pursue offenders through the courts. This is not a cost effective response to the problem and consequently was rarely used. Having a freedom camping bylaw in place means councils can issue infringements for inappropriate freedom camping behaviour, such as freedom camping in a prohibited area or littering. Infringement notices must be given out by properly trained and warranted enforcement officers.
Private land, and Crown land other than that administered by DOC, is not covered under the Act because at the time of developing the Act neither were seen as being subject to significant freedom camping problems. Other enforcement mechanisms (such as issuing trespass orders) exist for this land.3
2.2 Bylaws must be proportionate In accordance with the Act, bans or restrictions on freedom camping must have clear justification and be proportionate to the problem/s being experienced. A council must determine whether the bylaw is necessary for one or more of the following purposes: • to protect the area, • to protect the health and safety of people who may visit the area, • to protect access to the area.4
Examples of reasons councils ban or restrict freedom camping include: • littering and depositing other waste which has created health and safety issues in an area, • protecting the visual amenity values of the area where the number of freedom campers has meant the location can no longer be enjoyed by the community to the same extent, • the area has significant/sensitive flora or fauna.
2.3 Freedom Camping Bylaws, Reserve Management Plans and District Plans Freedom camping is effectively prohibited on reserves under section 44(1) of the Reserves Act 1977, unless it is stated as a permitted activity on that reserve in the relevant reserve management plan. Councils are an administering body under the Reserves Act and have an
1 A bylaw cannot apply to an area of land permanently covered by water. The exclusion is intended to avoid capturing marinas or any other places boats may moor. 2 This is land managed or controlled by a local council, not all public places as defined in other legislation. 3 Department of Internal Affairs, Regulatory Impact Statement Freedom Camping Bill, Agency Disclosure Statement. 4 Section 11 Freedom Camping Act 2011.
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obligation to operate in line with reserve management plans, which are made in consultation with the community and reflect the communities’ will about what should occur in that public space. The Council’s bylaw cannot allow freedom camping on reserves if it is not a permitted activity in its Reserve Management Plan because the Freedom Camping Act does not ‘trump’ the Reserves Act. Legislation can only override other legislation if it is explicitly stated in that Act. If a bylaw is inconsistent with a reserve management plan, then the Courts will likely ‘quash’ the parts of the bylaw that are inconsistent (declare invalid). The review of the Council’s Reserve Management Plan is beginning in February 2020.
A bylaw (and reserve management plan) must also be consistent with a council’s district plan.
2.4 The Council’s current bylaw and freedom camping in Hauraki The Council’s Freedom Camping Bylaw 2013 (the bylaw) only puts two formal prohibitions/restrictions in place in the district:
Location Prohibition/Restriction Rationale South end of Rays Freedom Camping The prohibition was put in place to preserve access Rest, Kaiaua. prohibited to the narrow beach area and to protect the wildlife in that area. The land sits between a DOC reserve and the Firth of Thames and is located in a Ramsar site, which is a wetland of international importance. The area is particularly important for seabirds. Rays Rest Limited to self-contained There are no toilets or other facilities near the site reserve, Kaiaua. vehicles only, maximum so self-containment is essential. The reserve is very of two night stay in any popular with freedom campers and Council wanted one calendar month. to maintain public access to the area, therefore campers may stay for two nights.
The Council also provides three areas for freedom camping in other areas:
• Railway Reserve, Paeroa. Freedom Camping is permitted for a maximum of two night stay in any one calendar month. The reserve is very popular with freedom campers and Council wanted to maintain public access to the area, therefore campers may stay for two nights. There are toilets and a dump station at the site. • Hauraki District Council Area Office carpark, Marshall Street, Paeroa. Carparks are available for one overnight stay - only to be used between the hours of 6pm Friday evening and 7pm Sunday evening. • HDC Service Centre, Orchard West Road, Ngatea. Carparks are available for one overnight stay. There is also a dump station at the site.
The Council does not provide a designated freedom camping site in Waihi, however Goldfields Railway has land that they allow to be used for overnight campervan parking. This comes at a small cost to access toilets, potable water and in some cases power. In Paeroa the Historical Maritime Park also provides parking for self-contained campervans at a small cost.
Council’s camping bylaw under Part 3: Public Safety of the Consolidated Bylaw Until recently the council also had a camping bylaw made under the Local Government Act 2002 that restricted camping in public places in the District to one overnight stay in any calendar month. The bylaw was initially put in place in 2007 to prevent people staying more than one night on road reserve, recognising that the community did not want freedom camping directly outside their private property for more than one night.
The Courts have advised that now there is specific freedom camping legislation that any bylaw related to freedom camping must be made under that Act, not a traffic bylaw or bylaw made
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under the Local Government Act 2002. For this reason, the working party will need to consider whether or not it is appropriate to put the district wide one-overnight stay restriction in place via a freedom camping bylaw.
3 Issue and options
3.1 Timeframes for bylaw review A bylaw that is newly made must be reviewed within 5 years of being adopted by the Council. After 7 years it will be automatically revoked if a review has not taken place.5 The Council’s bylaw is due for review and adoption by 1 October 2020 or it will be automatically revoked.
Staff propose the review of the policy begin in early 2020 and a draft bylaw is presented for the consideration of the Council at its first council meeting in May. Following the adoption of a draft bylaw by the Council community engagement must occur in the form of the special consultative procedure. The proposed dates for this are Friday 15 May 2020 - Monday 15 June 2020 with a hearing of feedback on 8 July 2020. These proposed timeframes would also align with the review of other regulatory policy matters as listed in section 4 of this report.
3.2 Establishment of the Councillor Working Party The Mayor would like to establish a Councillor working party to work with staff on the review of the Bylaw, including the stakeholder engagement prior to the special consultative procedure. The Mayor recommends the following Councillors be appointed to the working party; Councillors Milner, Spicer, Tilsley, Garett and Wilkinson. This working party will also work with staff on the review of the Council’s Gambling Policy.
During the bylaw review the working party will consider, amongst other things, the following matters: • The number and type of complaints received by the Council about freedom camping. • Whether the current locations are still appropriate and whether the restrictions are still appropriate. • Are there other areas the community might approve for freedom camping or other areas that need to be prohibited (based on the proportionality criteria in the Act). • In particular, how to apply the bylaw to better meet the needs of the community in Kaiaua and whether the Council should provide a freedom camping location in Waihi. • Types of engagement to be undertaken prior to the development of a draft Bylaw for the consideration of the Council.
4 Significance and Engagement Assessment
The decision to form a councillor working party is not considered significant under the Significance and Engagement Policy 2017.
The Council must use the special consultative procedure to consult with the community on the review of the Bylaw. The Council must: • prepare and adopt a statement of proposal, • provide at least 1 month for interested persons to provide their views to the Council, • provide persons interested in the proposal with an opportunity to present their views to the Council in in a manner and format that is appropriate to the preferences and needs of those persons.
5 Section 13 Freedom Camping Act 2011. After this initial review it will legally be required to be reviewed within 10 years and will automatically be revoked if not reviewed within 12 years.
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The detail of the special consultative procedure will be discussed with the Councillor working party and a recommendation reported to the Council. It is likely this public consultation will take place in conjunction with the consultation on the earthquake-prone building system policy work, the draft Dangerous and Insanitary Buildings Policy, and the draft Gambling Policy.
5 Budget Implications
There are no budget implications associated with the resolutions in this report, however consultation undertaken as part of community engagement will involve expenditure in the democracy activity. This is not considered to be additional expenditure as it can be met through existing budget provision.
6 Recommendation
It is recommended that a Councillor working party is formed to work with staff on the review of the Council’s Freedom Camping Bylaw 2013 and the proposed timeframes for this work are approved.
Charan Mischewski Strategic Planner
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Decision Report
To: Mayor and Councillors
From: Strategic Planner
Date: Monday, 20 January 2020
File reference: Document: 2702262 Appendix A: Local Approved Products (Legal Highs) Policy 2014 – 2702403 Portfolio holder: The Mayor
Meeting date: Wednesday, 12 February 2020
Subject: Review of the Council’s Local Approved Products (Legal Highs) Policy 2014
Recommendation: THAT the report be received, and
THAT in accordance with section 69 of the Psychoactive Substances Act 2013, and after a review of the Council’s Local Approved Products (Legal Highs) Policy 2014, the Council approve that the Policy remain unamended, and
THAT the Council approve the Local Approved Products (Legal Highs) Policy 2014 be reformatted with the new Council branding and policy format attached as Appendix A.
1 Purpose
After a review of the Council’s Local Approved Products (Legal Highs) Policy 2014, this report seeks the approval from the Council that the Policy continue in force without amendment.
The matter or suggested decision does not involve a new activity, service, programme, project, expenditure or other deliverable.
2 Background
The Psychoactive Substances Act 2013 (the Act) prohibits the sale of any psychoactive substance unless it is a licensed product, meaning manufacturers must test and prove their products are low-risk1 before they can be sold. These ‘approved products’ can then only be sold from a licensed premises. This process is managed by the Psychoactive Substances Regulatory Authority, which is part of the Ministry of Health (MoH).
1 An approved product is a product that demonstrates no more than a low risk of harm to individuals and that has the same risk profile as over-the-counter medicine. The non-refundable application fee to seek approval is $175,000 with a $88,000 annual levy, payable to the Ministry of Health.
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The Act restricts the sale of approved products to persons aged 18 years and over and puts rules in place for advertising. It is the responsibility of the Psychoactive Substances Regulatory Authority, enforcement officers and NZ Police to monitor and regulate access to approved products.
There is a minimum two-year approval process for products and the MoH has confirmed that no applications to approve a product have been received and therefore there are no approved products to be sold. Subsequently, there have been no applications for a retail outlet licence received.2
Local Approved Products (Legal Highs) Policies A territorial authority can choose to have a policy limiting where retail outlets that sell approved products can be located in its district. The Act allows the Council to limit the location of retail outlets in the following ways: • limit the permitted retail area to a defined area (e.g. only permitted in the central business district) and/or; • limit their location in relation to the location of other retail outlets selling approved products and/or; • limit their location in relation to the location of sensitive sites (e.g. playgrounds, schools).
If a retail licence is granted, the applicant must show compliance with the relevant council policy (if the council has one in place). Although councils’ policies can restrict the location of retail outlets, the Act does not permit policies that effectively prohibit the sale of approved products completely, as approved products are legally allowed to be sold.
The Council’s current policy limits the sale of approved products in the following ways: • retail premises can only operate in the main streets of Paeroa and Waihi. This provides passive surveillance and ensures an adequate buffer zone between retailers and residential and industrial properties and the Hauraki Rail Trail. • A 50 metre restriction from sensitive sites to stop retailers opening next door or across the road from sensitive sites.3 This also aligns with the Council’s Local Alcohol Policy. • A 750 metre restriction from other licensed retail premises. This ensures a separation distance between outlets to prevent people from congregating in an area, which can unintentionally change the character of the area. Also, as proven with alcohol research, in general the greater availability of a harm product within an area, the greater the harm. This is generally due to price competition between retailers.4
Due to the location of sensitive sites in Ngatea being in close proximity to the main street, a retailer could not establish in Ngatea.
To view maps of where retailers could potentially establish in Paeroa and Waihi see the maps in the 2014 policy attached as Appendix A.
As there have been no retail outlet applications, the Council’s policy has not been referred to for the purposes of the Psychoactive Substances Regulatory Authority approving a licence for a retail outlet.
2 The fee for a licence application is $12,000 with a $7,000 annual levy, payable to the MoH. 3 Sensitive sites include Plunket centres, pre-schools, schools, council playgrounds, places of worship, the residential zones and the Paeroa Care House and Toy Library. 4 A Draft LAPP Issues and Options report (1193257) was considered by Council at its meeting on 28 May 2014 and a workshop report was considered (1218309) on 5 June 2014.
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3 Issue and options
The Council’s existing Local Approved Products (Legal Highs) Policy was adopted in September 2014. There is a legislative requirement to complete a review of Council’s policy within five years of adoption, which means the Council’s Policy was due for review late last year. Due to the timing of the local government elections and other priorities staff deferred the review. While the policy is due for review, it does not lapse if the five-year timeframe is not met. The legal requirement to review this policy has prompted this report.
The three options that should be considered by the Council in relation to the review are outlined below.
Option One: The Policy remains the same The Council is legally able to resolve that the policy continue without amendment following this review without the need to use the Special Consultative Procedure.5
Staff recommend that the Council resolve that Council’s policy continue unamended as the outcome of this review because: • the area where a retail shop is permitted under the existing policy was well thought through and is already quite limited, • community views were captured on the current Policy via the Special Consultative Procedure and public meetings held in 2014, • the Council can request the policy be reviewed earlier than five years if it deems necessary, • no psychoactive products have been approved for sale since the Act has been in force (2013) and no applications have been made for a retail licence. Therefore, there is no new information to inform whether or not changes to the policy should be made.
If the staff recommendation is approved, no further cost will be incurred beyond the cost of staff time to produce this report. The next review date for the policy will be by February 2025.
Staff also recommend the policy is reformatted into the new policy template, which has the Council’s latest branding.
Option Two: Amend the Policy The Council has the option to amend the policy, however, any amendments to the policy must be made in accordance with the Special Consultative Procedure which will require: • a minimum one-month public consultation, and • the requirement to provide an opportunity for submitters to be heard (e.g. a hearing).
The estimated cost to undertake the policy work and engagement processes is $10,000 depending on: • the proposed changes and; • the amount of submissions received and; • the amount of submitters wishing to be heard.
Given there are no psychoactive substances approved by the Authority for sale and no licensed retail outlets, the policy is effectively redundant until there are products for sale.
Option Three: Revoke the Policy The Council can choose not to have a policy in place, however if products are approved in the future and licenses sought for retail premises, having no policy in place would potentially expose the district to the risk of licences being granted for unsuitable locations.
5 Section 69 of the Psychoactive Substances Act 2013
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If the Council chose not to have a policy in place staff recommend that engagement should take place with the community on this.
4 Significance and Engagement Assessment
This decision does not trigger the Significance and Engagement Policy Assessment Tool and therefore is not considered significant under the Significance and Engagement Policy 2017.
The level of engagement considered appropriate for this matter, at this point in time, is to inform (i.e. one-way communication disseminating information) the public of the approval of the Policy to remain in force unamended. This will be via the Council’s page in the Hauraki Herald and Waihi Leader and social media channels.
The communities’ views on the policy content were well canvassed in 2014 when the policy was developed, including three presentations to the BA5 groups prior to the Special Consultative Procedure.
5 Budget Implications
If the Council chooses to adopt the Policy without amendment there will be no additional cost incurred beyond the cost of staff time to produce this report and communications material.
6 Recommendation
After the review of the Council’s Local Approved Products (Legal Highs) Policy 2014 the Council approve the Policy without amendment.
Charan Mischewski Strategic Planner
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2014 Local Approved Products (Legal Highs) Policy
our home, our future tō tātou rohe kāinga, tō tatou ao tūroa
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Contents
1. Introduction ...... 1
2. Objectives ...... 1
3. Policy ...... 1
4. Enforcement ...... 2
5. Related Council policies/strategies or guidelines ...... 2
6. Glossary ...... 2
7. Review ...... 3
8. Document management and control ...... 3
Schedule One ...... 4
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1. Introduction
1.1. This Local Approved Products Policy (policy) is made in accordance with section 66 of the Psychoactive Substances Act 2013, and comes into force on the day stated by Council resolution.
1.2. This policy was made by the Council in consultation with the community and restricts the location of premises selling psychoactive products in the Hauraki District. It addresses community concerns regarding the location of premises selling psychoactive products, while meeting the legal requirements of the Act.
1.3. This policy provides the Psychoactive Substances Regulatory Authority with a policy framework when making decisions on licence applications, to enable it to better meet the purpose of the Act. The purpose is ‘to regulate the availability of psychoactive substances in New Zealand to protect the health of, and minimise harm to, individuals who use psychoactive substances’.
1.4. This policy applies to any application for a licence as defined in the Act to sell approved products from a retail premises from the date this policy comes into force.
1.5. This policy does not apply to a retail premises where internet sales only are made or to premises where the sale of approved products is by wholesale only.
1.6. The requirements of the Resource Management Act 1991 and any other applicable regulation (including all applicable bylaws of the Hauraki District Council) must be met in respect of any premises holding a licence.
2. Objectives
2.1. To ensure the Council and the community have influence over the location of retail premises in the District.
2.2. To minimise the potential for adverse effects from the sale of approved psychoactive products in residential and industrial areas and in close proximity to the Hauraki Rail Trail.
2.3. To minimise the potential for harm to ‘sensitive sites’ (as defined in the Glossary of this policy) from the sale of approved psychoactive products.
3. Policy
3.1. This policy does not limit the number of retail premises or restrict the issue of new licences, provided the policy criteria outlined below are met.
3.2. The location of retail premises from which approved products may be sold should be restricted to the Town Centre zones of:
(i) Paeroa where retail premises have building frontage onto Belmont Road or Normanby Road;
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(ii) Waihi where retail premises have building frontage onto Seddon Street or Rosemont Road.
3.3. Any retail premises from which approved products may be sold should not be permitted within 50 metres of the legal boundary of a sensitive site existing at the time the licence application is made.
3.4. For the purposes of clause 3.3 the separation distances are measured in a straight line from the legal boundary of any retail premises and any sensitive site.
3.5. New retail premises from which approved products may be sold should not be permitted within 750 metres of another retail premises from which approved products may be sold.
3.6. For the purposes of clause 3.5 the separation distances are measured in a straight line from the legal boundary of each premises.
3.7. Attached as Schedule One of this policy are maps of the Town Centre zones of Paeroa and Waihi. These maps indicate the ‘Premises Inclusion Area’ from which approved products can be sold. The maps are indicative only and the Hauraki District Council should be contacted directly for up to date information.
4. Enforcement
4.1. The Council is not responsible for the enforcement of this policy. Enforcement is undertaken by the Ministry of Health who is responsible for the administration of the Psychoactive Substances Act 2013.
5. Related Council policies/strategies or guidelines
5.1. This policy assists in the delivery of two of the Hauraki District Council’s core priorities as set out in its Long Term Plan - ‘Lifestyle Hauraki’ and ‘Interactive Hauraki’. In particular, this policy supports the objective that Council ‘provide an environment that encourages vibrant communities and an enhanced quality of life’ and that Council ‘advocate for the benefit of our District’. Community safety is a core outcome for the Council, as is developing policy by partnering with key stakeholders in order to achieve the best results for our local communities.
6. Glossary
6.1. Unless the context requires otherwise, the definitions of words or terms used in this policy that are also used in the Psychoactive Substances Act 2013 are those defined in that Act.
means the Psychoactive Substances Act 2013 (including Act any subsequent amendments). means a psychoactive product approved by the Authority Approved Product under section 37 of the Act. means the Psychoactive Substances Regulatory Authority Authority established by section 10 of the Act.
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includes any crèche, childcare centre, kindergarten, Early childhood kohanga reo, or playcentre or any other place (excluding education centre school) where five or more children receive care or education. means a licence, granted under section 16 of the Act that Licence is in force. means a building where people gather together for Place of worship religious services, such as a church, synagogue or mosque. means a premise from which Plunket provides a range of Plunket centre services such as a Plunket clinic, parenting education, playgroups and a family centre. means a finished product packaged and ready for retail Psychoactive sale that is a psychoactive substance or that contains one product or more psychoactive substances. has the meaning given in section 9 of the Act which includes, a substance, mixture, preparation, article, Psychoactive device, or thing that is capable of inducing a psychoactive substance effect (by any means) in an individual who uses the psychoactive substance. means premises for which a licence to sell approved Retail premises products by retail has been granted. means a person engaged in any business that includes Retailer the sale of approved products by retail. includes any primary, intermediate or secondary school School and any Kura Kaupapa means: (i) any school, early childhood education centre, Plunket centre and Council administered playground; and Sensitive site (ii) any place of worship; and (iii) the Paeroa Care House and Paeroa Toy Library; and (iv) any land parcel within the Residential zone of the Hauraki District Council District Plan.
7. Review
7.1. This policy will be reviewed within five years after it is adopted or last reviewed by the Council.
8. Document management and control
Title Local Approved Products (Legal Highs) Policy 2020 Sponsor Strategic Planning Approved by: Group Manager Planning and Environmental Services Adoption date: 24 September 2014 Reviewed: February 2020 Review by: February 2025 File ref: 2702403 Property of Hauraki District Council
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Schedule One
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Local Approved Products (Legal Highs) Policy 5 Council Agenda - 12-02-20 Page 228
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Information Report
To: Mayor and Councillors
From: Infrastructure Systems and Planning Manager
Date: Thursday, 16 January 2020
File reference: Document: M 2701212 Appendix A: Waikato Lifelines Utilities Group Information Booklet – M 2701234 Appendix B: Minutes from 22 November 2019 meeting – M 2701235 Portfolio holder: Councillor Phillip Buckthought
Meeting date: Wednesday, 12 February 2020
Subject: Waikato Lifelines Utilities Group update
Recommendation: THAT the report be received.
1 Introduction
Lifeline utilities are organisations that provide essential services to the community such as water, wastewater, transport, energy and communications.
The Waikato Lifeline Utilities Group is a volunteer technical forum established in 2004, which enables engineering and physical risk management planning, and identifies areas of interdependency.
The Waikato Lifeline Utilities Group (WLUG) is made up of representatives from the Waikato region's territorial authorities and major energy, telecommunications, and transportation sector organisations.
The National Emergency Management Agency provides guidance and support to the establishment and operation of regional lifeline utility groups. WLUG are funded through an annual grant from members and the Waikato Region Civil Defence Emergency Management Group. Waikato Regional Council administrates assets and financial records on behalf of the WLUG.
HDC is a member of the Waikato Lifelines Utility Group.
2 Background
The WLUG works together to identify, analyse, and reduce the long term risks to life and property, as well as develop operational systems and capabilities before an emergency or
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disaster happens. Lifeline utility groups work across the 4 Rs (Reduction, Readiness, Response, and Recovery) of the emergency management continuum.
The impact of the loss of essential lifeline utility services was illustrated during the Auckland power crisis, and the Maui gas crisis in 2012. These events were caused by the failure of a single service. If a large scale event, such as a substantial earthquake or tsunami, were to hit the region, the failures could be more widespread and have a severe impact on lifeline utilities.
The goal of the Lifeline Utilities Group is to help members of the group meet their obligations under the Civil Defence and Emergency Management Act 2002, and to coordinate projects which will enable all lifeline utilities to better respond to an event.
The WLUG is made up of a number of organisations from the following sectors: Fuel Companies Communication companies Territorial Authorities (water, wastewater, stormwater and local roads) Transportation (state highway, rail and air) Electricity Gas or Natural Gas. 3 Events and activities
National Lifelines scene The WLUG maintains a close link with other lifelines projects and groups around the country through the National Lifelines Committee. The National Lifelines Committee also undertakes projects that benefit all lifelines groups.
National Forum A National Lifelines Forum is held every year in November. This provides an opportunity for regional lifeline utilities project managers and managers of major utility companies to come together, share ideas and learn best practice.
Meetings and annual seminar The WLUG holds meetings and an annual seminar for members and interested parties. Members are encouraged to report on progress made within their organisations on mitigation activities, asset management and disaster preparedness planning.
4 Projects
The WLUG have identified a number of potential projects that could substantially contribute to reducing the vulnerability of the Waikato region's lifeline utilities and improve disaster preparedness planning. The WLUG intends to progress these projects that will collectively benefit the lifeline utilities organisations in the Waikato region.
Utility Vulnerability Assessment and Prioritisation Project The Utilities Vulnerability Assessment and Prioritisation Project is an ongoing project to assist lifeline utilities in identifying their own vulnerabilities as well as their possible reliance on the uninterrupted performance of other lifeline utilities (interdependencies).
Critical Fuel Supply Project The Critical Fuel Supply Project identifies the management of critical fuel supply during response to an event. The project addresses the distribution of fuel considering the vulnerability of fuel supply and the ability to deliver fuel to the general public and critical customers identified as part of the project or during the event.
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Priority and Alternative Routes Project The large scale evacuation project identified critical and alternative routes that could be used during an evacuation or a supply routes for critical lifeline utilities. The project should be read in conjunction with the Waikato CDEM Group Evacuation Plan 2012 and New Zealand Transport Agency Emergency Procedure Manuals.
Introduction and promotional booklet Lifeline utilities are the essential infrastructure and services that support our communities. It is important for Waikato Lifeline Utilities Group to promote the activities of the group to non- engaged lifeline utilities, new members and external agencies not involved in lifeline utilities or Civil Defence Emergency Management.
5 Budget Implications
HDC pays and annual fee to be a member of the WLUG. See the table below for the annual fees until 2024.
6 Conclusion
The WLUG is made up of representatives from the Waikato region's territorial authorities and major energy, telecommunications, and transportation sector organisations. There is more information about WLUG, its members and its projects on their website.
https://www.waikatolifelines.co.nz/
Steve de Laborde Infrastructure Systems and Planning Manager
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APPENDIX A Council Agenda - 12-02-20 Page 233
Contents
The Role of Lifeline Utilities Group Activities 4 Response and Recovery 4 Coordination Protocols 4 Meetings 5 Membership 5 Sectors involved 5 Benefits of Membership 6 Commitment required from Members 6
For more information on the Waikato Lifeline Utility Group, or information on civil defence and emergency management in the Waikato region, contact: Lifeline Utilities Coordinator 0800 800 401 www.waikatolifelines.co.nz
2 Council Agenda - 12-02-20 Page 234
Lifeline utilities are organisations that provide essential services to the community such as water, wastewater, transport, energy and communications. The Waikato Lifeline Utilities Group is a volunteer technical forum established in 2004, which enables engineering and physical risk management planning, and identifi es areas of interdependency.
The Waikato Lifeline Utilities Group works together to identify, analyse, and reduce the long term risks to life and property, as well as develop operational systems and capabilities before an emergency or disaster happens. The impact of the loss of essential lifeline utility services was illustrated during the Auckland power crisis, and the Maui gas crisis in 2012. These events were caused by the failure of a single service. If a large scale event, such as a substantial earthquake or tsunami, were to hit the region, the failures could be more widespread and have a severe impact on lifeline utilities. The goal of the Lifeline Utilities Group is to help members of the group meet their obligations under the Civil Defence and Emergency Management Act 2002, and to coordinate projects which will enable all lifeline utilities to better respond to an event.
Lifeline Utilities and Civil Defence Emergency Management
All local authorities, emergency services and partner agencies are required by law to support Civil Defence Emergency Management response in their area. They are also required by law to continue to operate (even if at a reduced level) during an emergency. This means that these organisations need to have their own emergency response procedures in place to ensure they meet these requirements. The Lifeline Utilities Group is one of a number of advisory groups who meet regularly to discuss Civil Defence and Emergency Management issues, and off er advice to the Coordinating Executive Group on their areas of expertise. The chairperson of the Lifeline Utilities Group is a member of the Coordinating Executive Group, and the Lifeline Utilities Project Manager coordinates projects, the fl ow of information, and activities of the Lifeline Utilities Group on behalf of the Civil Defence Emergency Management Group. The advisory groups are a source of experienced personnel who provide specialist advice on operational planning when identifying and analysing risks to people and property, and developing operational systems to respond to an emergency. The advisory groups ensure eff ective liaison between Civil Defence and Emergency Management and key stakeholders in the community. These groups are a pathway to developing networks within a sector.
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The Role of Lifeline Utilities Group Activities
• Organising the implementation of projects that reduce the vulnerability of Waikato’s lifeline utilities, and improve disaster preparedness planning for the Waikato Civil Defence Emergency Management Group. • Informing and assisting lifeline utilities by providing best practice guidelines, and the latest developments from New Zealand and overseas. These are communicated through seminars, meetings, and electronic media. • Facilitating a regional-level risk management process through regular contact between members of the Group and emergency management agencies. • Motivating the Group participants by providing an analysis of international events and disasters that aff ect lifeline utility organisations. • Advocating the importance of lifeline utilities to the community. • Coordinating with other regional Lifeline Utilities Groups.
Response and Recovery When responding to, or recovering from an emergency, lifeline utility coordination is directed by the Lifeline Utilities Coordinator. This Coordinator manages the fl ow of information between lifeline utilities, and Civil Defence Emergency Management agencies. Lifeline utilities provide information and advice about service disruption, response activities, priorities, and expected developments. These are provided to a central point, which is usually the Civil Defence Emergency Management Emergency Coordination Centre. This information is analysed, and collected into a regional lifeline utility situation report which covers all aff ected services. The information is then distributed to all lifeline utilities, and includes other relevant information that can inform their decision making, and provides a holistic regional perspective. The Waikato Civil Defence Emergency Management Controller and Emergency Coordination Centre staff are given critical lifeline utility information, which aides decision making and priority setting. Civil Defence Emergency Management support is provided to lifeline utilities to assist in the rapid restoration of lifeline utility services.
Coordination Protocols
Coordination protocols for responding to, and recovering from an emergency, have been prepared by the Waikato Lifeline Utilities Group. These protocols formalise and defi ne the coordination process between lifeline utilities and the Waikato Civil Defence Emergency Management Group during an event. These protocols aim to defi ne and establish centralised lifelines utilities coordination to ensure the response and recovery processes are properly implemented.
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Meetings
Quarterly meetings are held to discuss the business of the Waikato Lifeline Utilities Group, to report on the progress of projects and fi nancial reporting, and presentations for the education of members are delivered. At the fi nal meeting of each fi nancial year, the work programme and budget for the following year is approved.
Membership
Waikato Lifeline Utility Group is a voluntary organisation that is open to representatives from Waikato Regional Council, territorial authorities, lifeline utility organisations and other entities. The group aim to identify lifeline utilities that are not currently members, who could make a positive contribution to the reduction of community vulnerabilities. Waikato Lifeline Utility Groups are encouraged to have representation at the quarterly meetings, which helps to maintain the momentum, and increase the knowledge and experience of the group members.
Sectors involved
The Waikato Lifeline Utility Group is made up of a number of organisations from the following sectors:
• Fuel Companies • Communication companies • Territorial Authorities (water, wastewater, stormwater and local roads) • Transportation (state highway, rail and air) • Electricity • Gas or Natural Gas.
A full list of participating organisations is available in the Waikato Lifeline Utility Group business plan.
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Benefi ts of Membership
Waikato Lifeline Utility Group members are involved through their participation in quarterly meetings, receiving Waikato Civil Defence Emergency Management Group material, attending the annual combined forum, and actively participating in Waikato Lifeline Utility Group projects. This participation results in the following benefi ts: • Access to best practice risk management concepts and procedures for network utility and transportation sector lifelines • Access to research and outcomes, and the ability to infl uence and participate in research topics. • Access to Civil Defence and Emergency Management staff to answer queries, and participate in training and exercises. • Enhanced ability to identify and deal with interdependency issues with other lifeline utilities • Receive assistance to comply with the Civil Defence Emergency Management Act 2002 • Sharing costs by coordinating projects with other utility providers that would be expensive and less eff ective if developed individually • Access to workshops and exercises organised by the Waikato Lifeline Utilities Group, and the Group Emergency Management Offi ce. • Ongoing forums to keep regular contact with related agencies in the sector to exchange information to improve risk mitigation and preparedness.
Commitment required from Members
• Attend all meetings, or provide an alternative representative to attend on your behalf. • Ensure that any information provided through the group is treated as confi dential and only used to meet the approved Waikato Lifeline Utility Group objectives. • Follow up on actions from meetings, including the delegation of tasks to other members. • Maintain an eff ective group and response capability by contributing resources and technical expertise. • Promote Lifeline Utility Group projects with your own organisation and other lifeline utility organisations. • Participate in projects and planning that will increase the collective resilience of the Waikato region. • Enable hazard and risk management processes at regional level by meeting other members of the group, and emergency management agencies. • Promote the importance of lifeline utilities to the community.
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Waikato Lifeline Utilities Group 0800 800 401 | www.waikatolifelines.co.nz Council Agenda - 12-02-20 Page 240
APPENDIX B
Waikato Lifeline Utilities Steering Group Meeting Minutes Friday 22nd November 2019, 10am – 2.30pm Waipa Networks 240 Harrison Road, Te Awamutu
Attendance
Liam Ryan (Chair) NZTA Alan Harrop WEL Network Trevor Ecclestone Waikato DHB Linda Nicholson South Waikato District Council Anisha McPhee Waikato District Council Cathie Shaw Waipa District Council Mark Curtis Waipa District Council Steven de Laborde Hauraki District Council Roger Stokes Taupo District Council Pieter De Bruin Counties Power Raymond Cheng The Lines Company Warren Harris The Lines Company Martin Berryman Waitomo Recovery Manager Aaron Toone Matamata Piako District Council Lyall Duffus Mercury Dave Evans Ultrafast Fibre John Hughes Transpower Gary Talbot CDEM Derek Phyn Waikato Regional Council (part meeting) Irving Young CDEM
Apologies Charles Bank First Gas John Payne First Gas Karl Hjelmstrom Hamilton City Council Bryden Klink KiwiRail Andrew Anderson Mercury Ted Anderson South Waikato District Council Bruce Hinson Thames Coromandel District Council Clayton Oldham South Waikato District Council
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Agenda Discussion Item 1 Welcome • L. Ryan opened the meeting and welcomed all along. • P. Armstrong went through H & S of building • Additional Apologies added. • L. Ryan detailed agenda changes- all presentations to be grouped.
2 Previous Minutes • I. Young went through previous meeting minutes. • Minutes confirmed as accurate. • I. Young noted that meeting scheduled on 22 May has had to be moved to 29 May.
3 Presentation on LiDAR- presented by D. Phyn in B. Clements absence • Recap- $19mil from LINZ for National Specifications (National elevation dataset) over 8 regions. • Currently- LINZ cross checking tendering. • Vendors are being selected (Waikato and Hawkes Bay have same preferred vendor). • Finances- $3.4M original budget. Tender price well within this. Thank you to all contributors! • Next step- due diligence: hire project manager, contract funding and plan breakdowns over storages and processes. • Late 2021 as activation goal! • Boundaries zoned to Waikato region with potential coordination with Hawkes Bay. • Method- laser sensors on planes. LiDAR available at national specification. • Under PGF resolution aimed at National Specification. Where higher accuracy is needed then that will need to be contracted separately. • LINZ will host core data products under Creative Commons licensing (freely available). LINZ and regions collectively considering most beneficial uses and derivatives of the data. • Emergency: Planning for future- examine flood prone zones, high rise and ground clearances. Acts as baseline to capture post- event. • More accurate than older past data but not certain on comparison more recent data. • Progression- still working on plans for post- vendor approval. Phasing= funding then vendor. Project only started this year so still in early phases.
Updated information from B. Clements: • B. Clements can confirm that the specs in the presentation are correct. These are the LINZ national specs as defined last year and that have been communicated from the start. See the LINZ details at national spec. • The above spec was one of the conditions of the PGF co-funding so we had planned to use them early on. • We do not intend to fly some areas at higher spec. If new stakeholders want to spend the money to do so then they can contact B. Clements, but existing stakeholders did not see that return on investment. • WEL and Mercury were involved in numerous conversations on the project prior to their pledging of co-funding. A key concept is the value in having a consistent baseline LiDAR product region-wide at national specifications. Whilst this may not be detailed enough for linear asset management, it will be valuable for other aspects of property management, feasibility analysis and the like.
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Any further questions on LiDAR are the be sent to : [email protected]
ACTION: B. Clements to share LiDAR update ppt with WLUG via I. Young
4 Presentation update on Draft Data Use Agreement – D. Phyn • Is a template- mechanism to help share data during business as usual and during events. • Template primarily aimed at data sharing between Lifeline utilities and CDEM councils. • Council data (e.g. Three Waters) more likely to be available via LASS data portal under Creative Commons • Standarised agreement template, previous examples have been too restrictive on data use and sharing by CDEM • Public needs information fast= use internet and secure methods. The public is after real time updates like outages or highway status (GIS layers) • Agreement is not set in stone so it can be modified on a case by case basis. However, this is discouraged as this will be as time consuming as old methods. • Primarily interested in at outage data and asset level of service and criticality (high level data). • Template changes includes definitions from CIMS 3, some definitions can be tailored, and use and accessibility of the data can be selected and is defined in section 2 at three levels: 1. “Emergency only data” is the most restricted data that can only be used for the purpose of emergency response and recovery and only be accessed by The Group’s IT, database admin and CDEM staff and by the Group’s employees and contractors for emergency response and recovery. 2. “CDEM only data” is moderately restricted data that can be used for the Specified purpose and accessed by The Group’s employees and contractors. 3. “Public data” is the least restricted data that can be used for the Specified purpose and accessed by The Group’s employees and contractors and stakeholders and the public directly engaged in CDEM workshops, training or exercises. • Other changes include: o Termination clarity o No liability for accuracy, completeness, suitability or adequateness o Proportional liability included o Removal and destruction of data o Disputes- mediation as “MAY”
COMMENTARY ON TEMPLATE • Question on emergency definition: Emergency is defined in CIMS 3 and breaks down into national, regional and local levels. Civil Defence Act identifies criteria over incidents and conversations required to declare state of emergencies. It is important to clarify definitions and ensure understanding the use of them when template will be applied. • Template is designed for auctioning during periods of calm/ peace (READINESS). It is acknowledged data needs may change in an event based on the situation and precedents of procedures as well as declarations of state/ use do apply. • Remove and destroy clause (2.15) may need to be reviewed and amended based on legal obligations by CDEM Groups to hold information used in emergency response for review for a set time period following an emergency. • Info can be requested from Lifeline Utilities at any point under Section 60 of the Civil Defence Act so Lifeline Utilities need the ability to provide as and when requested.
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• Clarification on what data is needed- specifically GIS (e.g. outages- how many, how long, where). Analysis about where and what is impacted in the context of other information (road closures, flooding, evacuations, operations etc). • CDEM will still rely on expert advice for a deeper understanding of lifeline utilities impact and where to focus resources. Data sharing benefits for CDEM is not aimed at lifeline utility purposed but in the care and responsibility for people (CDEM is not using data to repair lifeline utilities assets but rather to support the intelligence required to conduct response operations and provide appropriate information in the context of everything else that may be impacting them). Data required is high level and simplistic which allows people to see how they are impacted (e.g. Taupo sewerage spill- open a public GIS webmap to see how your property if affected by water outages). • Practical demonstration is needed to show how geospatial data can be used and what sort of data is needed so it can be assessed on appropriateness to share. • Request to also seek endorsement of CEG on behalf of Councils
RECOMMENDATION
That the WLUG agree to adopt and use the document “Data Use Agreement – Lifelines CDEM Template” as a template from which to start negotiations between The Group and Waikato Lifeline Utilities parties who deem an agreement is necessary.
MOTION (L.Ryan, Seconded A.Harrop)
Yes, but with changes as discussed regarding clause 2.15 (remove and destroy clause)
MOTION PASSED, No abstains noted.
ACTION: D. Phyn to seek legal advice on clause 2.15 and amend as legally recommended ACTION: D. Phyn to seek endorsement decision from CEG in Feb 2020
5 Presentation on Recovery Management- G. Talbot • Act has changed and more focus on Strategic Planning for Recovery Management (pre- disaster recovery management). • Rewriting guidelines on Recovery- Group Recovery Plan to follow. • Original focus was on 4 environments (social, economic, build, natural) including religions and cultures across those environments. • Think about the future and hazard impacts. • CDEM still looking at strategic planning and significant risks. • Challenge: plan for hazards. • Forward planning critical elements 1. Culture 2. BAU 3. Influence of incidental emergencies 4. Impact planning • Strategic plan for lifeline utilities- balancing information on hazards against sensitive commercial information. • Nation Disaster Resilience Plan- engage early to understand hazards and manage risks. • CIMS 3 is aimed at holistic recovery.
6 Updates from CDEM
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CEG • Discussions on Vulnerability Study (completed in July 2018 but needs to reviewed)
MCDEM • Training being developed for Lifeline Utilities Coordinators at local council level and developing programs for Liaisons (aimed at representatives from agencies). • MCDEM is undergoing name change and rebranding to National Emergency Management Agency (NEMA) so updates to follow when impact on CDEM clarified.
Forum • Coordination meetings for mutual project updates (particularly on Fuel Plans and Vulnerability Study). • Climate Change was prominent in a number of presentations. • Hazard Impacts of lifeline utilities discussed • Meeting of all Chairs (annual) - Waikato has a good base of planning (except fuel plan) and touched on aerial recon plan (to be lead by GEMO). • Field trip- Port Hills Fire- recovery work discussed and visit of Port of Littleton for discussions on expansions for bigger ships and rehabilitation of roads.
7 Waikato Vulnerability Study • CEG- questioned how study is now being used • Workshops to follow study: co- locations (hot spot) to understand consequences. • Currently there is a lack of maximum creditability events to see limits. • CEG- local incidents and more of a BAU focus of study so a wider understanding is needed (example of impact on Waikato from Hakaurangi Fault and potential consequences from event). • Aiming to get a consult on more maximum event scenarios for impact and hazard identifications. Meeting set for 25 Nov to discuss options. • Any new data that may be added to be study can be sent to [email protected]
8 Business Plan
• New data/ information has now been added to draft • Current plan ends in June 2020- need to assess what needs to be done next. • Last week’s workshop- core group brain stormed ideas including: 1. Information sharing portals (Rick)- progressing well/ 2. Recovery onto Lifeline Utilities Planning- G. Talbot to assist 3. Template- D. Phyn to amend as minuted 4. ON HOLD- Fuel Plan. 38 stations identified as critical. Reviewed plan will be shared with fuel companies and discussions with local stations to create system of accountability and identify capabilities and capacities. 5. Exercise on 21 Feb- Lisa Roberts (National Group) to run exercise. Scope of exercise is still being worked on. Potential to add more training like liaison training. 6. National Exercise (Sept 2020)- looking at how to fit to lifeline utilities • Additional financial support may be needed. $100k reserved for WLUG.
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• Coming Business Plan- Cyclone events (maximum event) to look at trees, flooding, etc. where neighbouring territories experience same issue. Key to identify where next resources can be requested from.
ACTION: I. Young to send Generator document to WLUG ACTION: I. Young to send amended Business Plan
9 Members’ Updates
New Zealand Transport Agency • National approach to Emergency Management • Updating regional detailed plans
Waikato DHB • Health Emergency Plan being reviews and updated (response plan) • 600 people to be in new Waitora CBD Building • Require generator (plug in option) and fuel supply plan
South Waikato District Council • Increasing staff training • Monitoring and Evaluation audit recommendations • Overhaul of data system underway
Waikato District council • Transition to Watercare contract started in October 2019- working on 2 year transition • Working with coast communities on West Coast for erosion and tsunami awareness
Waipa District Council • Working on West Coast project • Community Response Plan and community days for increased awareness • Working on Monitoring and Evaluation audit recommendations • Sub- regional 3 waters strategy (waste, storm and potable)- aimed at resilience and growth for expanding boundaries and constraints.
Hauraki District Council • Fuel Plan and Generation Plan updates
Taupo District Council • Sharing arrangement for public access – data and finance • Pro- active management strategy- when a gap is identified in system, it is actively addressed to bridge asap. • Emergency Management exercises and practices (sewerage spill and landslide) • Geological issues- identifying and addressing
Transpower • Risk Zone Areas (12 to 18 month project) • Generators in offices • System operator
Counties Power
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• Pokeno- dealing with growth (zone stop) live to secure supply • Public Safety Audit- no serious changes but opportunity for improvements
The Lines Company • Customer driven projects over next 3 years (phase of re-investment) • Process of Emergency policy reviews • Public Safety Audit- full rewrite of Disaster Recovery procedures to improve system • Developed a standby control room as base is near river • Working on network automation
Waipa Networks • Diesel Tank- increase fuel capacities • 3 year strategic plan- business improvement and emergency management
Waitomo District Council Recovery Manager • Networking and planning on more training (staff and community) • Looking at check sheet for core emergency management issues and strategies to address- G. Talbot assisting.
Matamata- Piako District Council • Havelock North (water) compliance recovery program for drinking following recent incidents. • 3 year cycle of long term planning with Resilience focus aimed at awareness
Mercury Energy • CIMS Training (refreshers and some new) • Increasing training frequencies • Ambulance- technical reports of hazardous site • Comm team- emergency management updating
WEL Network • EEA- guiding Resilience guide and working on meaning for industry (CDEM) in terms of strategies and planning
Ultrafast Fibre • Project 2- satellite towns: plug in generators and monitoring (fast notifications and repairs).
GEMO • Group Recovery Plan • Reviewing audit recommendations • Awaiting changes following NEMA formation/ rebranding
6 Other business Nil other business to discuss
7 Next meeting: 21 February 2020 at WEL Network (details to follow)
29 May 2020 to be hosted at GEMO (Bryce Street)
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Public Excluded Business
(Pages 248-251 have been removed)