Corporate & Property Committee

Notice is hereby given that a Meeting of the Corporate & Property Committee will be held in the Tyrone McElrea Room, Cross Recreation Centre, 18 Glasgow Street, Balclutha on Thursday 29 April 2021, commencing at the conclusion of the Regulatory and Policy Committee.

Steve Hill CHIEF EXECUTIVE OFFICER

Committee Members

Councillor Ken Payne (Chairperson) Mayor Bryan Cadogan Councillor Dane Catherwood Councillor Stewart Cowie Councillor Wayne Felts Councillor Gaynor Finch Councillor Mel Foster Councillor Bruce Graham Councillor John Herbert Councillor Alison Ludemann Councillor Lloyd McCall Councillor Carol Sutherland Councillor Jo-Anne Thomson Councillor Bruce Vollweiler Councillor Selwyn Wilkinson CORPORATE & PROPERTY COMMITTEE 29 April 2021

APOLOGIES None at the time of the agenda going to print.

DECLARATION OF INTEREST

URGENT BUSINESS

PUBLIC FORUM None at the time of printing this agenda.

Item Page # Title 1. 6 Request for Remission of Uniform Annual Charge (For the Committee’s Decision) Application for a remission of Uniform Annual General charges on a recently subdivided parcel of land

2. 11 Request for Change of Land Classification (For the Committee’s Decision) Request for change of land classification 2-4 Elizabeth Street, Balclutha.

3. 13 Clutha Development Quarterly Report (For the Committee’s Information) This report presents Clutha Development’s report for the period 1 July 2020 to 31 March 2021.

4. 27 Management Accounts Report (For the Committee’s Information) The Management Accounts report for the period July 2020 to February 2021.

5. 30 Investment Portfolio Report (For the Committee’s Information) The report outlines Council’s investment portfolio from April 2020 to March 2021.

6. 33 Libraries/Service Centre Report (For the Committee’s Information) The report covers activities of the district libraries and service centres in the past period including statistics and activities.

7. 48 Corporate Services Report (For the Committee’s Information)

Corporate & Property Committee – 29 April 2021 Item Page # Title The report covers activities of the Corporate Services Department in the past period, including funding schemes.

8. 52 Creative Communities Assessment Committee Minutes (For the Committee’s Information) Minutes of the meeting held 25 March 2021 for noting.

9. 58 Corporate Properties Update Report (For the Committee’s Information) This report provides an update on Council Properties.

10. 61 Development Properties Update Report (For the Committee’s Information) The report contains an update on development properties throughout the district since the last meeting.

11. 66 Corporate & Property Committee Work Programme Report (For the Committee’s Information) The report outlines the Corporate Services Committee work programme.

Corporate & Property Committee – 29 April 2021 Corporate and Property Committee - Delegations

Reporting To Council

Constitution All members of Council

Meeting Frequency Six weekly or as required

Objective To develop; ensure the implementation of; and monitor performance and policy and in relation to the activities and services set out below. To manage and develop the Council property and investments portfolio to the best commercial advantage, whilst encouraging economic and community development within the District.

Quorum 8 members

Areas of responsibility 1. To ensure the maintenance and development of all corporate services necessary to an effective and efficient organisation, including regular reviews. a. To monitor the overall financial performance of the Council and report accordingly. b. To monitor levels of service and performance of the activities and services under the Committee’s areas of responsibility. Those areas are as follows: i. administration ii. information systems and technology iii. investments, including forestry and property iv. libraries/Service Centres v. long Term Plan, Annual Plan and Annual Report vi. treasury (including rating and financial forecasts). c. To confirm work programmes and priorities (within Council approved budgets) for activities and services under the Committee’s areas of responsibility. d. Categorising Council land in accordance with Policy. e. Monitor and review compliance with Council’s direction and parameters for the property portfolio to provide best benefits to Council and the community. f. Advising and determining when a variance to the market rate is required for leases and rentals on Council property.

Financial Delegations 2. Financial delegations are identified in Appendix C – Financial Delegations. Power to resolve 3. To write off debts owed to Council (where value of the debt exceeds cost of collection). 4. To lodge submissions to external bodies on policies and legislation relevant to the delegated areas of responsibility. 5. To evaluate and grant or decline applications for reimbursement of fees and charges greater than $750. (The Mayor is delegated to decide on those up to $750) 6. Those powers identified in Appendix D – Delegations Register 7. Authority to allow lease and rental agreements for Council-owned land/property that vary from the market rate. 8. Plan and review silviculture activities in Council-owned forestry blocks.

Corporate & Property Committee – 29 April 2021 9. Authority to categorise land in accordance with Policy. 10. Authority to monitor and review compliance with Council’s direction and parameters for the lease, sale, purchase or development of all Council land. Power to recommend to Council 11. Relevant parts of the Council’s Long-Term Plan, Annual Plan, and Annual Report. 12. Changes to policy and/or levels of service to the activities and services under the Committee’s areas of responsibility. 13. Level of fees and charges for activities and services under the Committee’s areas of responsibility 14. To evaluate, investigate and consult with the public over rating systems and make subsequent recommendations to Council. 15. To recommend policies on rating, loans, and funding of capital works. 16. Sale or purchase relating to property and forestry. 17. For uplifting or designation of reserves. 18. Council policy relating to property. 19. Actions proposed arising from monitoring and review responsibilities being fulfilled. 20. Any other matter within the areas of responsibility above.

Corporate & Property Committee – 29 April 2021 6 Corporate & Property Committee Item for DECISION

Report Request for Remission of Uniform Annual Charges Meeting Date 29 April 2021 Item Number 1 Prepared By Pauline Ellis – Rates/Property Officer File Reference 513976

REPORT SUMMARY The report details an application for a remission of Uniform Annual General charges on a recently subdivided parcel of land at 570 Rongahere Road, Beaumont for the Corporate Services Committee to decide whether to grant a remission in accordance with the Policy for Remission of Uniform Annual General Charges.

RECOMMENDATION 1. That the Corporate & Property Committee receives the Request for Remission of Uniform Annual General Charges report.

2. That the Corporate & Property Committee approves/does not approve the remission of the uniform annual general charges on the four newly created lots at 579 Rongahere Road, Beaumont.

7 REPORT

1 Background A request has been received from Marie and Graham Murchie, the owners of 579 Rongahere Road, Beaumont, which has recently been subdivided, for consideration to remitting the Uniform Annual General charges applied to the new lots.

The issue of separate titles in lifestyle blocks such as this triggers the creation of individual rates assessments.

Five lots were created through this subdivision process and the intention of the Murchie’s is to sell three of these. They are currently listed with a real estate agent; however, no offers have been received to date.

Prior to subdivision rates levied were $979.67 however this has risen to $4,381.31 on the creation of the new titles.

One lot is cleared land with a house however the remaining four lots appear to be unproductive land covered in bush. The individual rating units created do not benefit from the services related to the Uniform Annual General Charge.

While all the lots remain contiguous it would be reasonable to treat them as such and only apply one charge. Should any lot be sold causing the remaining land to no longer be contiguous this would have to be reviewed.

The decision-making power rests with the Corporate and Property Committee.

2 References A letter from Mr and Mrs Murchie requesting remission of uniform annual general charges and a property map is attached.

The Policy on Rates Remission (Remission of Uniform Annual General Charges) refers.

Objective

To provide relief from Uniform General Charges when:

• Two or more rating units are owned by the same person or persons, and • Are part of a subdivision plan which has been deposited for separate lots, or separate legal titles exist but the rating units may not necessarily be used jointly ass a single unit, and • Each rating unit does not benefit separately from the services related to the Uniform Annual General Charge. 8 9 10 11 Corporate & Property Committee Item for DECISION

Report Request to Change Land Classification Meeting Date 29 April 2021 Item Number 2 Prepared By Pauline Ellis – Rates/Property Officer File Reference 516158

REPORT SUMMARY This report asks the Corporate and Property Committee to consider changing the land classification of 2-4 Elizabeth Street, Balclutha from ‘Strategic Purpose’ to ‘Freehold Property not otherwise Categorised’.

RECOMMENDATIONS 1. That the Corporate and Property Committee receives the Request to Change Land Classification report.

2. That the Corporate and Property Committee changes the classification of 2-4 Elizabeth Street, Balclutha to ‘Freehold Property not otherwise Categorised”.

12 REPORT

1 Background Council currently owns the land at 2-4 Elizabeth Street, Balclutha. This land was purchased on 1 April 2014 as part of the Main Street Development and possibly a potential site for the Destination toilets. Now the Destination toilet location has been resolved and it is intended that the I-SITE is to be located in the Community Hub there seems no strategic reason to hold this building.

This property is leased to Hairworkz (2004) Limited. We currently receive rental of $24,288.00 pa (GST inclusive). There is an area within the building that Hairworkz do not use, and this reduces the total rental we could hope to achieve should the entire building be occupied.

The current lease is due to expire on the 31st October 2022, so it is timely to consider this now.

The purchase of this building ($250,000.00) was funded from Endowment Funds and the rental is offset against the Uniform Annual General charge. Proceeds from any sale should be reinvested in property that will provide a similar return.

13 Corporate & Property Committee Item for INFORMATION

Report Clutha Development Quarterly Report Meeting Date 29 April 2021 Item Number 03 Prepared By Linda Moore – CE Clutha Development File Reference 514964

REPORT SUMMARY This report presents Clutha Development’s report for the period 1 July 2020 to 31 March 2021.

A Clutha Development representative will be in attendance to answer questions.

RECOMMENDATIONS 1. That the Corporate & Property Committee receives the Clutha Development Quarterly report. 14 Clutha District Council Service Provider Specification 2015/2025

Clutha Development Quarterly Report to Clutha District Council: 1 December 2020 to 31 March 2021

Work Plan - Activity Progress Update Guide:

Current Activity-on track Activity Underway Activity not started/activity delayed Council support when requested

Clutha District Council Specifications:

Economic Goal: Business Development – to aspire to achieve business excellence (develop an environment that leads to business success)

Principle 1: Encourage investment in our district to create businesses and jobs - A CDC Priority Specification • Develop and promote the business investment value proposition to encourage investment in our District and create businesses and jobs. • An investment value proposition that is dynamic and evolutionary in that it will continue to add more value over time • An investment value proposition that identifies areas where value is missing and proposes or provides actions. Performance Measures The investment value proposition is created and promoted effectively, continuing to add increasing value to the proposition (There may be additional specific targets identified over time)

1. Attract external funding to support initiatives: • MBIE-STAPP - Clutha Development as the regional tourism organisation (RTO) received funding of $400,000 (12 months) to fund activities across destination management, industry capability and product development and destination marketing - 31 March 44% of the funding has been spent; - 6-month report to 20 February has been completed for MBIE • Regional Events Fund (managed through the Pure Southern Land IMA of Waitaki, Dunedin, Clutha and Southland RTO’s): - Clutha Development revising and updating Destination Clutha events strategy - Funding criteria and application being completed - Funding priority is for events that will attract visitors from outside the Otago region (events to be held up until 30 June 2023) - MBIE accountability report requires measurement of economic impact through surveying participants • MSD – Heartland Services (contract renewal 1 July 2021 to 30 June 2024): - Clutha Development in the process of completing Level 4 accreditation with MSD - Infrastructure grant received: purchase of smart board, laptops, keypad access to 16 James Street (more accessible for community groups outside business hours) 2. Economic data: - • Clutha Development have an annual subscription to Infometrics that is shared with Clutha District Council users: - Infometrics: Join monthly webinars 15 - Infometrics: Quarterly report to 31 December • Clutha Business confidence survey (December) – summary: - Respondents from across 14 industry sectors with highest being: 38%-sheep and beef; 23%-dairy; accommodation and food-17%; retail trade-11% and construction-7% - Top 5 constraints effecting sustainability and/or growth of business: red tape/compliance – rising overheads and utility costs – attraction/recruitment of staff – supply chain/logistics – uncertainty regarding Covid-19 restrictions - 34% of employing businesses plan to recruit in the next 12 months (across 12 industries): 87 full-time and 26 part-time (mainly in the agriculture/construction sectors) - Additional investment: 83 businesses across 14 industry sectors (plant and machinery, staff training and upskilling, environmental sustainability)

Principle 2: Retain and sustain our existing businesses Specification • Facilitation and support to retain and sustain our existing businesses • Facilitate business networks • Facilitate business support services including one on one support, mentoring services, professional development and referrals • Support a business expansion and retention programme in order to identify what helps and hinders business activities in the District. Performance Measures The development of business networks is prioritised and then developed in accordance with that priority Business support services are developed and effective A business expansion and retention programme is developed and implemented

1. Business Support Services: • Business visits: 45 (Dec-March) • Business Start-ups: 7 (transport, food, retail, creative) • Business Support: 14 (general business information) • Newsletters: As required (All businesses, primary sector and tourism operators) • Balclutha CBD: H & J Smith building – provided economic data and information to Ray White Real Estate for interested buyer 2. Google DMO (increasing business profile through Google) – Clutha Development partnership with Miles Partnership: • Support businesses with their google business listing (My business provider – verification codes) • Visual assets: Upload imagery from tourism campaign photoshoot • Content and optimisation: create map lists within maps and optimise articles (you tube titles, Wikipedia) • Miles Partnership completed a Full day of Street View content capture (driving) – 24 March capturing 360 video and photos of: - Tuapeka Punt - Lawrence (Steep Street, Gabriel’s Gully Road, Gabriel’s Gully parking lot, Greys Dam and Wetherstons Road) - ebike capture of Clutha Gold Trail (Lawrence Chinese Camp, Horseshoe Bend, Suspension Bridge, Lonely Graves, finishing in Roxburgh 16 - Results from the day: over 3 hours of 360 video; approximately 90kms of capture; 10,360 photospheres and 30 photos • Imagery has been uploaded to Google’s Street View servers 3. Provide networking opportunities in the district (Clutha after 5, forums etc): • Community mental health and wellbeing event with Sir John Kirwan (24 February 2021): - Sponsorship support from Rural Support Trust, Beef+Lamb NZ and Clutha District Council - Sell-out event (220 tickets)

4. Regional Business Partners (Otago RBP Network) – funded by NZ Trade and Enterprise and Callaghan Innovation: • Clutha Development promotes and refers businesses to the following services available: - Covid-19 Business Advisory Funding: fund is now fully utilised - Tourism Transitions Fund - Management Capability Development Fund - Innovation, R&D and Business Mentor Programme support • Funding allocation to date for the Clutha District:

Management Capability COVID-19 Business Management Capability Clutha District Total Fund FY19-20 Advisory Fund Fund FY20-21 Tourism Transition Fund Funding allocations 50 3 33 8 6 Value $102,742.00 $5,282.00 $69,290.00 $14,250.00 $13,920.00

5. Otago Regional Economic Development Working Group (ORED) - ED managers from Enterprise Dunedin, Queenstown Lakes, Waitaki, Central Otago, Clutha and Otago Regional Council: • Fortnightly zoom meetings and meet face to face every six weeks • ORED Planning day held on 21 December (Dunedin) for each EDA to present on potential regional projects 17 • ORED Stakeholder engagement planning day held on 25 January (Alexandra) – development of draft stakeholder engagement plan (discussion on Maori engagement across the region) • Discussion with MBIE on release of ‘regional strategic development fund’ criteria • Maori engagement hui – 15 April (Dunedin) 6. Whaiao – Education for Sustainability Otago – Tourism Workstream: Working towards achieving the United Nations Sustainable Development Goals • CD is a member of the tourism focus group, focussing on these key areas across Otago: - Adopting sustainable tourism principles: participate in relevant programmes, promote micro credentials, share case studies, imbed cultural elements - Community-driven destination management: using the sustainable development goals as a lens - Resilience: Education, training for business preparedness for shocks and emergencies - Carbon emission reduction: Promote uptake of electrification and other new technology • As part of the development of the destination management plans looking to undertake some visitor research partnering with Otago University • Next meeting 23 April

Principle 3: Enhance the economic performance of the primary sector (Provide priority support to the primary sector) Specification • Enhancing primary sector economic performance • Develop sector funded tailored development programmes that build strength and capacity in areas including health and safety, water management and employment/recruitment practices. • Identify and improve support organisation linkages for the sector • Develop a sector/membership funded advocacy role for policy matters that affect the primary sector in terms of the impact on economic performance including environmental factors having a bearing on economic performance such as migrant support Performance Tailored development programmes are created and implemented Identified support organisation links are improved A sector/membership funded advocacy role is created and implemented

1. Clutha Development through its charitable arm Clutha Community Trust will continue to support activities that promote sustainable management of natural resources, education on natural resources and other charitable activities that benefit communities within the Clutha District: 2. Clutha Development continued support for the food, fibre and forestry sector (FFF): • Clutha Development working group established to explore opportunities – meeting held 1 February • Updating farmer database contact details • Hosted a forum (2 March) for dairy farmers with Barrie Ridler (Analyst and Research Agricultural Systems) – environmental/economic outcomes on farm • Resilience of NZ dairy farms to the impact of climate change: Provided a list of dairy farmers to interview for Lincoln University Deep South Challenge project • Diversification: Planning underway to host a forum to profile diversification projects and opportunities for the sector

Economic Goal: Living and Working – create a place where people want to come and work (support infrastructure and initiatives that enhance the18 District as a great place to live, work, play and invest).

Principle 1: Enable urban and rural planning that allows for potential growth of the District Specification • Support and advise Council where requested • Information received through business/industry support and investment activities is provided to Council • Business and Industry networks are made available to Council for development planning purposes Performance Measures Information is provided regularly and is current

Support and advise council where requested – situational analysis reports that will inform business case development • Living and Working in Clutha strategy • Our Place Plans: Lawrence-Tuapeka and Kaitangata

Principle 2: Foster the development of events, tourism activities and enterprises that will attract people to the District Specification • Development of a Clutha Destination Plan that would align destination promotion with the provision of infrastructure and identify priority projects - Destination management infrastructure priorities plan feasibility study completed - Establish the terms of reference and develop the Clutha Destination Plan • Review Visitor Strategy 2014-2017 for consideration of inclusion in the destination plan • Review draft Events and Marketing strategies 2017 for consideration of inclusion in the destination plan in aligned with council directives from the long term plan workshops • Develop and implement training and development programme for tourism industry operators 2018/2019 • Facilitate an annual I-Site and Information Centre familiarisation tour of the district 2018/2019 • Development of imagery and branding in key locations to promote Clutha • Engagement with tourism operators and development of trade-ready product • Contribution to investment in existing or future alliances

Performance Measures Destination management infrastructure priorities plan feasibility study completed Clutha Destination Plan is developed and approved Training and development programme for tourism industry operators delivered Annual i-SITE and information centre familiarisation tour facilitated Imagery and branding in key locations to promote Clutha Investment in existing or future alliances initiated Group and community initiatives progressed or completed

Clutha Destination Strategy 2020 – 2030 (approved by Council 6 August 2020): 19 Strategic Focus Areas: Destination and Experience Management – Tourism Infrastructure – Industry Capability and Capacity Development – Sustainability and Regenerative Tourism – Destination Marketing The MBIE-STAPP funding (to be spent in 2020/2022) provides an opportunity for Clutha Development to advance the activities of the Clutha Destination Strategy Implementation Plan across the areas of Destination Management and Planning, Industry Capability Building and Product Development and Domestic Marketing in 2020/2022. 1. Destination Management and Planning: • Development of concept plans for projects identified - Gabriel’s Gully and the Nuggets (initial discussions with DOC) – DOC has also released its Heritage and Visitor Strategy (March); scoping the potential to revisit and update the Catlins Coast Walking Trail Feasibility Study completed in 2002 • CDI/Great South partnership: Review of the Catlins Community Tourism strategy for Catlins Coast 2. Industry Capability and Product Development: • Training Workshops (facilitated by Clutha Development): - Digital Marketing Deep Dive (funded from MBIE-TTP) – 16 February: 11 attendees - Instagram – 11 March: 16 attendees - Free Digital Boost – 13 April - Facebook – 12 May - Customer Service – 15 June Workshops planned: - HR-Employers Toolbox - Tourism Sustainability Commitment - Qualmark • Tourism NZ: monthly zoom meetings (Do Something New NZ; Australia Go to Market campaign) • RTNZ: Weekly zoom meetings; attended meetings (Christchurch-11 February; next meeting Wellington 29 April) • NZ Holidays Parks Assn: discussion on winterising facilities – opportunity to hold a forum with accommodation providers • 45 SouthNZ (Collaboration with southern RTO’s on touring routes): potential routes identified; identifying key activities and attractions for each RTO, consideration for the official branding/naming of the route • Otago Cycle Trail Collaborative: 2 x campaigns with a focus on history/heritage (Clutha Gold Trail) and reconnecting with family and friends • Southern Scenic Route: Stakeholder meeting held in Balclutha 12 February; March campaign (NZ Herald and Stuff targeted at North Island and Upper South Island), strategic planning day on May

20 • TIA (Tourism Industry Aotearoa): Attending TRENZ Hui – Christchurch in May (team development alongside Great South) – focussed on the future (innovative solutions for when the borders reopen) • Dunedin Airport: Update and planning a visit on lower south opportunities 3. Domestic Marketing (supporting Tourism NZ): Clutha ‘Stay a While’ Domestic Campaign (launched 16 December): • Dream | Awareness and Plan | Consideration and Book | Action | Do • Paid Social (Sponsored Ads on Facebook and Instagram, the video) Note: Impressions: the total number of times your post has been displayed by Facebook/Instagram Social Dec-20 Jan-21 Feb-21 or viewed by its users | Reach: the number of unique Impressions 2.1M 1.5M 1.7M users who have seen your post | Link Clicks: The number of Reach 338,900 446,000 clicks on links within the ad that led to specified Link clicks 3,400 4,800 1,000 destinations, e.g. yourwebsite | ThruPlay: ads paid for when videos are played to completion (for videos shorter ThruPlay 16,500 12,000 9,400 than 15 seconds).

21 • Paid Search | Google Adwords

Google Ads Dec-20 Jan-21 Feb-21 Impressions 7,060 15,928 13,925 Note: Impressions: How many people see your ads | Clicks: How many people click through to your website Clicks 745 2,096 1,757

Paid Search Examples:

• CluthaNZ website: Page views (Visit – 28.75%, Jobs – 28.47 %, Stay a While – 24.61%) • Product Development: CD met with Moa Tours to discuss options to extend the number of tours they have visiting the Clutha District (18 people per group): Current Tours: - High Country Stations, Gardens and Goldfields: 1 night stay in Lawrence – guided historic tour and lunch at Linlithgow Farm – this tour has increased from 2 tours per season to 7 tours post Covid - Southern Odyssey: Stewart Island and The Catlins: 1 night stay in Kaka Point (Lost Gypsy, Nugget Point, Balclutha, Taieri Mouth) New Tour: - The Far South-Hidden Treasures (started February 2021): Lunch at Fern and Thistle in Benhar (Dunedin-Taieri Mouth- Balclutha-Invercargill-Bluff-Winton, Riverton-Te Anau, Queenstown, Arrowtown) • Tourism NZ Domestic Campaigns: Families campaign (March/April); Active Recharge (April-June); Updating Regional toolkit publication that features each RTO; The McCaws ‘Must Do’s’ in New Zealand social media/TV feature • Tourism NZ – Australia Go to Market Campaigns: Escape online video series (provided raw video footage and imagery of The Catlins and Clutha Gold Trail); ignite and scale up campaign – ‘Stop Dreaming about New Zealand and Go’ • CluthaNZ.com Official RTO Brochure: Brochure has been revised and reformatted for printing and distribution (reviewed by iSite and Information Centres)

Principle 3: Ensure that the District’s towns have the social infrastructure to support and encourage growth (including medical and education facilities and housing) – A CDC Priority

Specification • Support and advise Council where requested • Information received through business/industry support and investment activities is provided to Council • Business and Industry networks are made available to Council for social infrastructure planning purposes 22 Performance Measures Information is provided regularly and is current 1. Clutha Housing: • KaiBuild (Kaitangata Land and House Package): - CD support to the group for presentation at December council meeting (Council purchase of 10 sections) - 10 sections have been identified and secured for purchase - CD support in the establishment of the ‘Kaitangata Housing Trust’ that will manage the KaiBuild project – charitable trust under the Charitable Trusts Act and application is also with Charities Services - Draft project budget prepared for discussion by the trust (based on 10 builds over 4 -5 years using Coast to Coast kitset designs) - Meeting arranged by Ingrid O’Leary with Tim Blake, Regional Director Kainga Ora – 14 April • Residential development: Discussion with developer from Waihola and potential funding support (council, Housing Acceleration Fund) • Workforce Housing/Accommodation: Discussion with developer from Dunedin on proposal to build houses (Milton/Balclutha) 2. My Little Local Clutha App (MLLC): • 77% of the population between 16-64 have the app (7% increase since end of September) • Total number of businesses who are advertising on the app: 85 (decrease of 7 since end of September) • Facebook page activity: 4,251 followers • Total downloads of the app: 7,721 (increase of 647 since September) • Most pages viewed: News, sport and notifications 3. Heartland Services (community access to government and non-government services): • Statistics: 1 December 2020 to 31 March 2021: 217 enquires (meeting room facilities used by groups 20 times) • Social /Support Services: Counselling services – 2 additional agencies have started visiting • Community Law will visit Balclutha and Milton monthly: Booking times have been fully allocated in Balclutha • Administration support to Clutha District Emergency Services Trust • CommUnity NZ: new organisation about to launch – raising money for causes you care about while you shop; encouraging businesses, community groups and shoppers to register

Principle 4: Growing a pool of talented people that will lead the District – encouraging community leadership Specification • Support a young professional’s network Performance Measures A young professional’s network is effective

1. Governance and Leadership: • Clutha Development to facilitate an initial governance workshop to gauge interest in people looking to take on governance roles in the community • Options to support other governance programmes (potential for funding support from philanthropic organisations and businesses) 23

Economic Goal: Workforce Skills – create a vibrant and diverse workforce with the skills to meet the changing needs of the District (aging workforce, youth leaving the district, cultural diversity)

Principle 1: Build an environment that attracts and retains skilled and talented people in the District - A CDC Priority

Specification • Understand the district labour market, support the development of job and training opportunities, and support employers to fill job vacancies (Live and Work in Clutha) • Clutha Development to provide a recruitment programme that will support job matching opportunities between businesses and people looking for work in the Clutha District: • Identify skill gaps in the labour market and monitor market trends • Provide any agreed support to Mayors Taskforce for Jobs, and Clutha Country Training and Development Awards • Identify and support other job and training/development opportunities • Facilitate and coordinate the attraction and retention of employees into the district • Facilitate and manage job listings on the website (employers and job seekers) • Liaise with stakeholders (eg Immigration New Zealand) to identify solutions to industry workforce skill shortages

Performance Measures Information and trends are current and comprehensive Agreed support is provided Other job and training/development opportunities are created without detracting from existing programmes Significant reduction in the gap between jobs available (there is a surplus) and jobs filled Increased migration into the district arising from job vacancies filled

1. Employers (December - March): • Number of businesses with new job listings: December-31, January-25, February-30, March 35 • Total number of jobs advertised: 184 • Jobs advertised – cluthanz.com and Clutha Live and Work facebook page • Clutha District Farm Jobs NZ (facebook page): Set up and users approved by CDI but mainly self-managed by the users (employers and job seekers) • Recruitment support for employers: ‘Apply Now’ button for job seekers (applications managed by Clutha Development) – 2 businesses trialled – noting that 1 business received 9 applications for a position that pre-covid did not get any interest 2. Job Seekers (December - March): • Job seeker registrations: 30 (eligible to work in NZ); December/January saw an increase in job seekers from overseas (40) • Working with 48 from the Clutha District (weekly newsletters, job referrals, CV’s (new and updates), completing job applications and cover letters, interview skills, referrals to other support, follow-up) 24 • CV development: 15 • Number of job seekers supported into employment: 17 Jobbortunities: • Monthly meetings with Ruth • Clutha District Job Seeker Skill Building Group: Meeting 6-weekly (11 Feb and 25 March) to collaborate and coordinate provision of education and support to job seekers (Malcam Trust, Jobbortunities, Clutha District Library and Clutha Development) • CD attended the ‘Work Ready Wraparound’ Jobbortunities event 9 March: 1 referral to apprenticeship; 1 CV and job application; 1 CV to be developed; 3 attendees signed up as job seekers • Attended the MSD Pop-up Job Fair with Ruth in Dunedin 20 March (mainly focussed on Work and Income clients)

3. Stakeholder Relationships: • MBIE-iRSLG (Regional Skills Labour Group): Information and updates • Telford-SIT: Clutha Development is a member of Telford Advisory Group (meetings July/October)

Principle 2: Foster strong mutually beneficial relationships between the business and education sector Specification • Maintain and foster a network with the education sector from an economic development perspective Performance Measures A network with the education sector is maintained

1. Cluthanz Connect (Develop a relationship with businesses and schools to promote and facilitate career pathway opportunities in the district): • School Visits: Lawrence Area School (apprenticeships) and Blue Mountain College (Great South – Youth Futures programme) • Scoping options for profiling vocational pathways and careers in schools 2. Southland + Otago Regional Engineering Collective (SOREC) – future proofing our trade: • Tokomairiro High and South Otago High Schools and SOREC have partnered together for the SOREC Engineering Academy pilot that will run each Friday (opportunity for students to develop new skills in engineering) • Local Businesses: Calder Stewart, McLay Boats, MD Engineering, Agri Crates and Engineering, Edwards Engineering 3. Telford-SIT: 25 • Facilitated sessions at Telford 1-day a week for 3 weeks to help students with their CV development • Those sessions also included mock interviews (to support applications for scholarships) • Provided additional one-on-one support for a student • Referred 2 Counsellors to connect with Telford for support for students (if needed) • Planning a pilot programme for primary school visits to Telford (April) 4. South Otago Future Focussed Learning (connecting students and businesses with learning opportunities): • Attended launch on 16 February • CD to refer businesses as part of the development of business ‘virtual’ walk throughs 5. Southern Group Training Trust and 4 Trades Training Trust: • Working with both Trust facilitators to help put people into apprenticeships • Have arranged 3 interviews with students with them both • Lawrence Area School: Presentation from Southern Group Training Trust to Year 12 and 13 students

Principle 3: Ensure our businesses understand the impacts and opportunities of a diverse (including ageing workforce) Specification • Understand the state of businesses relative to the risks and opportunities of an aging workforce and facilitate business development (training/mentoring) and business opportunities in this area • Promote a business development and business opportunities facilitation service for the impacts and opportunities arising from an aging workforce Performance Measures A business development and business opportunities service is developed and promoted 1. With our communities changing, it is about promoting an inclusive culture that acknowledges diversity (cultural background and ethnicity, age, skills and life experiences and working together to welcome people into our communities) – inclusive communities • To identify workplace diversity opportunities (existing and new)

Economic Goal: Infrastructure – To promote infrastructure and policy that encourages economic growth and development (user-friendly regulatory process and infrastructure that drives economic activity)

Principle 1: Ensure that the best possible technology services are available in the Clutha District Specification • Establish relationships with network providers, encourage and facilitate provider investment. Performance Measures Relationships with network providers established Evidence of provider investment arising from the established relationship

1. Respond to enquiries and provide situational analysis reports that inform business case development to Council 26

Economic Goal: Natural Resources – To maximise the sustainable productive use of our natural resources (explore the opportunity to add value from our existing and future resources)

Principle 1: Ensure that land is available for potential investment opportunities Specification • Receive investment enquiries and coordinate with Council over land supply barriers • Information received through business/industry support and investment activities is provided to Council • Investment enquiries and opportunities are communicated to Council Performance Measures Land supply barriers are identified early to Council

1. Respond to enquiries and provide situational analysis reports that inform business case development to Council:

Principle 2: Maximise the potential of natural resources (water, air, land, minerals) Specification • Facilitate group and community initiatives to utilise and capitalise on natural resources such as cycle trails and ecotourism Performance Measures Group and community initiatives progressed or completed

1. Provide support to community initiatives as required

27 Corporate & Property Committee Item for INFORMATION

Report Management Accounts Report Meeting Date 29 April 2021 Item Number 4 Prepared By Sharon Jenkinson – Finance Manager File Reference 514694

REPORT SUMMARY The Management Accounts report for the period 1 July 2020 to 28 February 2021 are provided below.

Explanations are provided for major variances.

RECOMMENDATIONS 1. That the Corporate & Property Committee receives the Management Accounts Report

Clutha District Council - Statement of Comprehensive Revenue and Expenditure July 2020 to February 2021.

2020/21 Budget Variance Jul Aug Sep Oct Nov Dec Jan Feb 2019/20 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 $000 Comments INCOME -36,445 -37,163 718 -8,339 -966 -1,464 -7,974 -5,979 -2,210 -9,688 175 -40,614 Rates -20,679 -20,531 -148 -6,893 -38 9 -6,830 -39 0 -6,851 -36 -26,696 Stimulus Funding -3,200 -6,400 3,200 0 0 0 0 -3,200 0 0 0 Grants & Subsidies -6,681 -6,783 102 -20 -27 -1,127 -583 -1,351 -1,200 -2,359 -13 -8,731 NZTA work program vs claims timing. (Feb claim will be $1,111,851) Dog Registrations are $79k under budget, Water Meter Income is $41k under Fees & User Charges -716 -700 -16 -239 -159 -64 -40 -58 -37 -54 -64 -797 budget, Sewer Connections, Financial contributions and Resource consents income ahead of budget by $69, $59K & $11k. Permits & Licenses -580 -504 -76 -67 -52 -60 -80 -103 -70 -56 -93 -631 Other Fees -1,022 -809 -213 -185 -92 -129 -158 -112 -107 -164 -75 -1,563 Mt Cooee well ahead of budget by $246k. Rental Revenue -694 -632 -62 -85 -58 -99 -57 -118 -83 -102 -92 -1,074 Nikko Surplus -2,513 -519 -1,995 -818 -515 28 -191 -971 -609 -14 577 -452 Loss in February reflects market actions. Statehighway costs received from NZTA of $17k ahead, unbudgeted i-Site retail Other Revenue -360 -286 -74 -33 -27 -21 -34 -27 -103 -87 -29 -670 sales of $17k Other Gains 0 0 0 0 0 0 0 0 0 0 0 0

EXPENDITURE 30,545 27,729 2,816 3,977 4,622 3,847 3,675 3,976 3,380 3,570 3,498 40,994

Grants Contributions & Sponsorship 432 369 63 278 9 58 1 22 32 2 30 670 Some grants paid in full at the beginning of the year.

Consulting support over budget in Policy $133k, Resource Management $81k, Transportation Manager role $268, AMP work & 3 waters reval $248k, Mt Cooee Other Operating Expenditure 11,618 8,910 2,709 1,959 1,422 1,435 1,312 1,509 1,348 1,278 1,356 14,737 operation $335k over budget due to high Wasteco costs, Water costs $1,613k over budget, includes Chemicals, O & M , monitoring, non routine & sampling Roading Repairs & Maintenance 4,458 3,968 490 76 1,201 617 592 896 323 328 425 6,517 $740k emergency reinstatement, ongoing flood repairs Personnel Costs 5,094 5,295 -201 551 883 630 591 443 571 844 580 6,040 Depreciation & Amortisation 8,854 8,809 45 1,107 1,107 1,107 1,107 1,107 1,107 1,107 1,106 12,927 Finance Costs 90 379 -289 6 0 0 73 0 0 11 0 93 Internal interest eliminated on reporting. Operating Lease Payments 0 0 0 0 0 0 0 0 0 0 0 10

Surplus for the year -5,900 -9,435 3,535 -4,362 3,655 2,383 -4,300 -2,003 1,171 -6,117 3,673 380

Clutha District Council - Management Accounts as at Month Indicated

Statement of Financial Position

Jun Jul Aug Sep Oct Nov Dec Jan Feb 2020 2020 2020 2020 2020 2020 2020 2021 2021 Audited Act Act Act Act Act Act Act Act $000 $000 $000 $000 $000 $000 $000 $000 $000 Comments

Assets 1,135,240 1,140,460 1,135,671 1,134,282 1,144,067 1,147,319 1,142,339 1,150,657 1,147,868

Current Assets 39,911 44,666 39,616 37,295 45,628 46,964 41,806 48,986 44,544

Cash and cash equivalents 1,763 2,703 3,952 1,515 3,328 8,294 3,769 2,424 8,500 Receivables and prepayments 5,309 8,306 1,492 1,711 8,040 3,440 2,239 10,750 3,855 Other financial assets 28,984 29,802 30,317 30,214 30,405 31,375 31,943 31,957 30,356 Development Property 3,855 3,855 3,855 3,855 3,855 3,855 3,855 3,855 1,833 Non-current assets held for sale 0 0 0 0 0 0 0 0 0

Non-current assets 1,095,329 1,095,794 1,096,055 1,096,987 1,098,439 1,100,355 1,100,533 1,101,671 1,103,324

Other financial assets 144 144 144 144 244 244 244 244 244 Work in Progress 5,175 6,664 7,999 9,975 12,424 15,326 16,565 18,712 21,450 Assets built but not capitalised Property, plant and equipment 1,089,241 1,088,217 1,087,143 1,086,099 1,085,002 1,084,016 1,082,955 1,081,946 1,080,861 Intangible assets 769 769 769 769 769 769 769 769 769

Liabilities -16,149 -16,834 -15,525 -16,341 -21,702 -22,830 -19,018 -21,220 -22,027

Current Liabilities -10,292 -10,977 -9,670 -10,486 -15,847 -16,983 -13,172 -15,373 -16,186

Payables and deferred revenue -5,535 -6,219 -4,844 -5,654 -7,115 -8,250 -4,439 -6,556 -7,370 Borrowings and other financial liabilities -4,000 -4,000 -4,000 -4,000 -8,000 -8,000 -8,000 -8,000 -8,000 LGFA Loan Derivative Financial Instruments -32 -32 -32 -32 -32 -32 -32 -32 -32 Employee entitlements -725 -726 -794 -800 -700 -701 -701 -785 -784

Non-current liabilities -5,857 -5,857 -5,855 -5,855 -5,855 -5,847 -5,846 -5,847 -5,841

Borrowings and other financial liabilities -5,020 -5,020 -5,020 -5,020 -5,020 -5,020 -5,020 -5,021 -5,016 LGFA Loan Other Liablilities -55 -55 -55 -55 -55 -55 -55 -55 -55 Provisions -782 -782 -780 -780 -780 -772 -771 -771 -770

Equity -1,119,091 -1,123,626 -1,120,146 -1,117,941 -1,122,365 -1,124,489 -1,123,321 -1,129,437 -1,125,841

Equity -218,178 -218,178 -218,178 -218,178 -218,178 -218,178 -218,177 -218,177 -218,177 Accumulated funds -4,819 -8,972 -5,109 -2,521 -6,562 -8,303 -6,753 -12,486 -8,506 Reserves -58,302 -58,685 -59,068 -59,451 -59,834 -60,217 -60,600 -60,983 -61,367 Revaluation Reserves -837,792 -837,791 -837,791 -837,791 -837,791 -837,791 -837,791 -837,791 -837,791

Balance Check 0 0 0 0 0 0 0 0 0

30 Corporate & Property Committee Item for INFORMATION

Report Investment Portfolio Update Report Meeting Date 29 April 2021 Item Number 5 Prepared By Greg Bowie – Management Accountant File Reference 514686

REPORT SUMMARY This report shows the movement in our Investment portfolio for the months of April 2020 to March 2021.

The fund had a gain of $319k and interest received of $82k for the month of March, and the year to date cumulative return is 21.09%.

RECOMMENDATIONS 1. That the Corporate & Property Committee receives the Investment Portfolio Update report.

31 1 Combined Nikko Investment Portfolio

Mar-20 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Nikko AM - Normal Investment 20,124,783 21,252,576 21,575,587 21,881,810 22,499,386 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 30,704,854 Nikko AM - Forestry Investment 6,516,748 6,881,948 6,986,665 7,085,771 7,285,861 ------Total 26,641,530 28,134,524 28,562,253 28,967,581 29,785,247 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 30,704,854 Change each month - 2,009,946 1,492,994 427,728 405,329 817,665 514,755 - 94,397 190,753 970,961 522,977 13,930 - 1,601,292 401,920 Year to date change 510,668 1,492,994 1,920,722 2,326,051 3,143,717 3,658,472 3,564,075 3,754,828 4,725,789 5,248,766 5,262,696 3,661,404 4,063,324

Nikko Asset Management - Balance Summary 35,000,000

30,000,000

25,000,000

20,000,000 $ 15,000,000

10,000,000

5,000,000

- Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 Nikko AM - Normal Investment 21,252,576 21,575,587 21,881,810 22,499,386 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 30,704,854 Nikko AM - Forestry Investment 6,881,948 6,986,665 7,085,771 7,285,861 ------

These balances are net of capital withdrawals. 32 2. Consolidated Nikko Investment Portfolio - The Return on Investment excludes the impact of capital withdrawals.

Clutha District Council - Nikko Asset Management Normal Fund Investment - Yearly Summary

Financial Information as per Nikko AM reporting (at Exit Price): Mar-20 YTD Apr-20 May-20 Jun-20 Jul-20 Aug-20 Sep-20 Oct-20 Nov-20 Dec-20 Jan-21 Feb-21 Mar-21 YTD Assets

TW0605 - Nikko AM Wholesale NZ Bond Fund 2,700,573 2,785,956 2,830,999 2,829,512 2,855,307 3,838,937 3,866,543 3,871,478 3,808,318 3,797,463 4,123,049 3,851,715 3,874,349 3,874,349 TW0606 - Nikko AM Wholesale NZ Cash Fund 995,610 972,732 975,226 976,799 950,576 1,259,871 1,261,541 1,223,439 1,224,364 1,225,523 1,545,648 1,497,127 1,498,260 1,498,260 TW0607 - Nikko AM Wholesale Core Equity Fund 1,901,948 2,061,221 2,112,832 2,220,416 2,297,070 3,080,986 3,014,338 3,102,503 3,271,733 3,362,168 3,146,094 2,831,984 2,920,433 2,920,433 TW0610 - Nikko AM Wholesale Global Bond Fund 6,649,526 6,860,792 6,942,792 7,047,041 7,171,147 9,455,949 9,491,126 9,511,211 9,642,242 9,680,641 10,288,030 9,651,285 9,649,193 9,649,193 TW0617 - Nikko AM Wholesale Multi-Strategy Fund 1,594,895 1,594,895 712,627 1,002,355 1,126,417 1,666,123 1,748,764 1,786,308 1,906,225 1,975,886 2,168,588 2,176,805 2,136,916 2,136,916 750617C - Nikko AM W/S Multi-Strategy Fund-MAR20 815,424 550,177 444,327 440,714 361,016 314,305 262,941 253,027 240,835 225,695 209,398 209,398 TW0618 - Nikko AM Wholesale Global Equity Unhedged Fund 3,656,810 4,039,584 4,123,134 4,109,935 4,283,239 5,877,143 5,845,520 5,869,281 6,125,409 6,256,268 5,653,729 5,420,053 5,782,886 5,782,886 TW0619 - Nikko AM Wholesale Global Equity Hedged Fund 1,778,033 2,046,098 2,136,846 2,205,564 2,360,447 3,296,202 3,194,785 3,220,741 3,621,951 3,778,404 3,113,557 3,137,050 3,113,715 3,113,715 TW0622 - Nikko AM Wholesale Property Fund 847,388 891,298 925,707 940,012 1,010,855 1,384,076 1,421,972 1,497,093 1,504,135 1,560,918 1,624,697 1,511,221 1,519,705 1,519,705

Total Assets 20,124,783 21,252,576 21,575,587 21,881,810 22,499,386 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 30,704,854 30,704,854

Represented by:

Opening Capital 19,737,364 20,124,783 21,252,576 21,575,587 21,881,810 22,499,386 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 20,124,783

Distributions (Reinvested) 313,929 - - 57,162 - - 66,688 - - 85,721 - - 82,751 292,322

Fee Invoice/Fee Rebate - 111,192 - 27,684 - - - 27,407 - - - 39,166 - - - 40,782 - - 135,039

Capital Contributions ------

Capital Withdrawals ------1,024,464 - 1,024,464

Switches/Transfers - In 2,200,000 - 815,424 289,575 111,993 7,522,764 81,102 48,566 55,044 12,594 1,590,000 - 22,938 10,550,000 Switches/Transfers - Out - 2,200,000 - - 815,424 - 289,575 - 111,993 - 161,833 - 81,102 - 48,566 - 55,044 - 12,594 - 1,590,000 - - 22,938 - 3,189,069

Investment Income - Interest ------Realised Investment Gains/ (Losses) - Cash & Fixed Interest ------Unrealised Investment Gains/ (Losses) - Cash & Fixed Interest 184,682 1,155,478 323,011 249,061 644,983 439,685 - 161,085 229,919 970,961 437,256 54,712 - 576,828 319,168 4,086,321

Net Surplus/ (Deficit) on Investment 387,419 1,127,794 323,011 306,223 617,576 7,800,616 - 94,397 190,753 970,961 522,977 13,930 - 1,601,292 401,919 10,580,071 Net Interest 73,490 1,127,794 323,011 249,061 617,576 439,685 - 161,085 190,753 970,961 437,256 13,930 - 576,828 319,168 3,951,282 Total Fund Value 20,124,783 21,252,576 21,575,587 21,881,810 22,499,386 30,300,002 30,205,605 30,396,358 31,367,319 31,890,296 31,904,226 30,302,934 30,704,853 30,704,853

Return on Investment 1.96% 5.60% 1.61% 1.52% 3.07% 2.18% -0.47% 0.95% 4.82% 2.60% 0.07% -2.87% 2.00% 21.09% Actual Accumulative Return on Investment 5.60% 7.21% 8.73% 11.80% 13.98% 13.52% 14.46% 19.29% 21.89% 21.96% 19.09% 21.09% Budgeted Accumulative Return on Investment 0.42% 0.83% 1.25% 1.67% 2.08% 2.50% 2.92% 3.33% 3.75% 4.17% 4.58% 5.00% 33 Corporate & Property Committee Item for INFORMATION

Report Libraries & Service Centre Report Meeting Date 29 April 2021 Item Number 6 Prepared By Debbie Duncan - Library Service Centre Manager File Reference 514688

REPORT SUMMARY The report covers activities of the District Libraries/Service and Information Centres during March 2021.

RECOMMENDATION 1. That the Corporate & Property Committee receives the Libraries/Service Centres report. 34 1 DISTRICT LIBRARIES REPORT

1.1 Digital Transformation As outlined in previous reports, technology has been transforming library services since the mid 1990’s. This month’s report focusses on the activities the district libraries team have been undertaking to more closely align our services with the needs and aspirations of our communities and council’s strategic vision of Clutha being a great place to live, work and play in the digital era.

Public Libraries have always been cultural institutions that have acquired and made works of literature and knowledge available to the general public since their inception over 250 years ago. However, where once these activities were entirely centred around the storage and movement of paper- based collections, modern technologies have moved many of these activities into the digital realm.

Of major significance is the provision of information, which has largely moved from books onto digital platforms. This situation poses both challenges and opportunities for public libraries as we seek to provide our communities with access to current and authoritative information and services:

• Large amounts of quality information is now located behind digital paywalls, as authors and publishers seek to maintain or grow their income on the provision of this material in the modern technological environment. Where once a library would purchase a book that could be shared throughout a community, individuals wanting to access robust information are often required to now pay for this service.

• The exponential growth of online information is also challenging, as there are vast amounts of material on an infinite range of topics, with very few restrictions on the quality of content being made available. This can make it difficult to find information, especially for those people needing precise and reliable content. It also requires the user to have the necessary digital literacy skills, not only to locate information – but also to evaluate the validity of it.

• Technology and in particular the widespread use of the internet has also provided opportunities for businesses and other organisations to develop new ways of connecting with their customers and the streamlining of processes for greater efficiencies and to reach wider markets. At a more personal level, the same technologies have seen the emergence of social media, enabling the easy creation of content to connect individuals, groups, sectors, and organisations. 35 Although each of these stages have brought great benefit to many individuals and organisations, the need not only for digital connectedness, but also digital literacy, has proved problematic for many others within our communities.

In recent years, our libraries have taken advantage of the National Library’s EPIC (Electronic Purchasing in Collaboration) provision of access to digital information databases. EPIC negotiates group licenses and discounted pricing agreements with contracted vendors.

These licences and agreements provide EPIC member libraries with annual online resource subscription options at more favourable rates than individual libraries can get. Access for Public Libraries to these resources is only limited by the Library’s ability to pay for the various subscription costs.

Clutha District Libraries also subscribe to the National Library led Aotearoa People's Network Kaharoa (APNK) — living, learning, creating in the digital world. APNK starts with a simple idea: that all New Zealanders should be able to access the online world using a good quality internet connection. In collaboration with New Zealand public libraries, APNK works to make this a reality by providing free and facilitated access to the internet and computer technology for all.

The use of our internet services, both Wi-Fi and desktop/laptop averages approx. 2,500 sessions per month. The types of use vary widely from completing online applications, scanning, and uploading documents, through to Skype sessions. Although specific data is not gathered on the reasons why people are using our internet services, anecdotal feedback consistently report that most users have one or more of the following challenges:

• No internet access at home • Limited data capability/capacity on their phones • No other access to scanners and/or printers • Limited skills to use the required technologies.

In summary, the seismic shift of information and services to online platforms, whilst creating many opportunities, has also proved to marginalise and create stress for many people in our community as they seek to access information and services across the business and agency spectrum.

These issues have been particularly highlighted by the social and economic demands of the COVID situation, which has been acknowledged by central government through their development of the NZ Libraries Partnership Programme (NZLPP).

Not only has Clutha District benefited from the addition of four additional fixed term staff, but this initiative has also provided funding for additional digital equipment for use in programmes; and has made a number of online information and learning platforms available without charge for the duration of the programme. The following are those currently available through our libraries:

36 • EBSCOhost is an intuitive online research platform used by thousands of institutions and millions of users worldwide. With quality databases and search features, EBSCOhost helps researchers of all kinds find the information they need fast.

• PressReader provides online access to the latest newspapers and magazines in full colour, in their standard layout and includes complete editorial content, graphics, advertising, classifieds and puzzles.

• Ancestry Library Edition is a database that provides a wide and diverse variety of unique content to help users trace their family lineage or help historians access historical records.

• givUS (formerly FundView) is a searchable database giving sources of funding for voluntary organisations and contains 600 different funding schemes. It includes funding from government, local authorities, statutory and philanthropic trusts, gaming trust and some service organisations. It provides a selection of funding sources that best meet your requirements, the terms or criteria, application requirements, closing dates and contact details.

37 • Niche Academy is the latest digital resource being provided free of charge through the NZLPP and is unique in that it provides access to many online learning programmes, both for staff and customers. It provides training courses in many subjects, such as basic computer skills, courses for jobseekers, and the use of many of our Library digital resources.

38 • The following screenshot shows an example of the range of courses available for job seekers:

We are currently in the process of setting this site up and will soon be ready to offer these learning programmes to our communities.

With the facilitation of access to knowledge, information and life-long learning being some of the fundamental activities of public libraries, our library network is presently reviewing how well our current content resources and operational processes are meeting the needs of our communities within the current and (to provide agility for the) future digital environment.

To begin this work, we have needed to understand how people are using our libraries now and have approached this through the use of technology, beginning with the installation of (the previously advised) digital door counters. These small cameras give top-down (no facial or other identity information) and accurate counts of people both entering and exiting at each of our sites, feeding all the data into a dashboard that we can use to understand when our customers are visiting our sites.

39 Figure 1 shows a comparison for the week 22 – 26 March across our 6 sites, to help us to see which days of the week we face higher patronage.

Figure 1 Weekly foot traffic comparison – all locations

Figure 2 shows an hourly and daily breakdown which means that we can zoom even further into the data to get an understanding around what times of the day people are using our sites. This table is showing an average of Balclutha foot traffic based on all recorded foot traffic, so we can clearly see trends in what times of the day are the busiest.

Figure 2 Foot traffic count averages for Balclutha 40 The collection of this data will be extremely useful over time to analyse trends that will inform the timing and delivering of programmes and services.

The other major piece of work recently carried out is an analysis of our physical collections. As outlined earlier in this report we know that many information resources have moved online and we know from borrowing figures that use of our nonfiction collections has declined, whereas recreational reading has grown. But until now we did not know the extent of these changes and the implications for our ongoing collection development and management – particularly to bring the ratio of books that we are carry to more closely align with what our borrowers are interested in reading.

The major finding from our analysis highlighted below, is that our Adult Nonfiction collection (Figure 3) is a lot larger than is required, based on what people are borrowing (Figure 4). In simple terms Adult Nonfiction forms 24% of our collections but is only 12% of our issues. At a base level, these stats show a need to reduce our Nonfiction collection and grow our Fiction one.

Figure 3 Collection breakdown Figure 4 Loans by Collection

41 We have also been able to drill down into the various sections of the collections to see at a more detailed level the subjects that are still popular. Figure 5 shows the breakdown of use by high level Dewey numbers, with Social Sciences (300), biographies (920) geography/history (900), crafts and DIY books (600 & 700’s) proving to be the most popular.

MOST POPULAR NON FICTION 993 300 920 6% 22% 14%

500 3%

900 21%

700 600 6% 28%

Figure 5 NonFiction collection breakdown by dewey

With approximately 90,000 books across our Libraries network, it will take some considerable time to re-balance our collections to be fit for purpose as all titles need to be reviewed individually. To assist us in this project by streamlining other aspects of our operations, the Balclutha library team have been working with our primary New Zealand book supplier to receive our book orders shelf ready, with catalogue records directly imported into our library management system.

The district wide library team is also currently working on how we can make our resources, especially new ones more visible and accessible to our communities.

Once we near completion of this work, our libraries will be developing a community engagement exercise to get a much clearer understanding of our communities needs and aspirations for their library services.

Although the scope is still to be defined, it is likely to encompass a survey that we can use to ask specific questions about our collections (both physical and digital), programmes and other services. We’re also likely to run a small number of focus groups with specific sectors. Further information will be provided closer to the time, which at this stage is likely to be later this year.

42 1.2 Usage statistics The figures for March 2021 are accurate based on the data we are obtaining from our digital door counters and our library management system, however direct comparisons to the same period in 2020 are not very useful as our new door counters are much more accurate than the previous manual collection – one of the downsides of manual data collection, the busier staff are the more likely that some stats will be missed. Last years’ data also covered a week of level 4 lockdown when our facilities were closed.

March Library Visitor Statistics

Mar Mar +/- % FYTD FYTD +/- % 2020 2021 Variation 2020 2021 Variation Balclutha 1,972 3,591 1,619 82% 29,955 31,952 1,997 7% Lawrence 238 833 595 250% 3,050 4,207 1,157 38% Milton 397 1,131 734 185% 5,574 7,307 1,733 31% Owaka 73 2,685 2,612 3578% 1,405 6,895 5,490 391% Tapanui 640 1,224 584 91% 7,018 8,380 1,362 19%

Total 3,320 9,464 6,144 185% 47,002 58,741 11,739 25%

ISSUES

Mar Mar +/- % FYTD FYTD +/- % 2020 2021 Variation 2019 2020 Variation e-audio & e-books 595 820 225 38% 5,073 7,321 2,248 44% Balclutha 4,357 5,878 1,521 35% 51,062 50,382 -680 -1% Lawrence 656 689 33 5% 6,763 5,963 -800 -12% Milton 1,591 1,678 87 5% 15,515 14,623 -892 -6% Owaka 311 452 141 45% 3,125 3,387 262 8% Tapanui 1,701 1,376 -325 -19% 14,516 12,161 -2,355 -16%

Total 9,211 10,893 1,682 18% 96,054 93,837 -2,217 -2%

43 1.3 Community Engagement 1.3.1 Programmes

Milton’s popular Knit and Knatter Group in action below. The popularity of this and the many other programmes delivered through our libraries clearly show how important they are to participants by having the opportunity to connect with others in a safe supportive space while sharing skills, knowledge (and often much laughter).

In addition to the delivery of our usual schedule of programmes, the focus for March has been finalising the plans for DORA (Digital On-Road Access). The bus will be touring our district for two weeks from Tuesday 27 April – Friday 7 May 2021, with a total of 21 sessions in 8 locations throughout the Clutha District. The schedule will offer small groups of 7 seniors the opportunity to gain a better understanding of how online and phone banking works, to try their hand at an online banking portal through Banquer (a dedicated safe platform for this training) and gain knowledge and experience in identifying and reporting scams of various kinds.

The aim is to foster confidence and create competent digital citizens by arming our seniors with the knowledge they need to contact their banks to get set up with internet banking and conduct their own transactions unassisted. The relaxed and safe environment created during these sessions will help alleviate stress and uncertainty often experienced by older people, who for various reasons find it difficult to do their banking online. The atmosphere of trust will foster open discussion and provide a way forward where the withdrawal of physical banking services, including cheques is causing anxiety. 44

Bookings for the sessions are now open and can be made by contacting any of our district libraries. Further sessions beyond DORA’s visit will be available within our libraries, however the scheduling of these is still being finalised at the time of writing this report.

Tuesday Wednesday Thursday Friday Saturday Sunday Monday 27-Apr 28-Apr 29-Apr 30-Apr 1-May 2-May Tapanui Tapanui Lawrence Lawrence Milton Owaka Library Library Library Library Library Library Morning: Arriving from Session 1: Session 1: Session 1: Session 1: Session 1: Trainer’s Alexandra 10am-12pm 10am-12pm 10am-12pm 10am-12pm 10am-12pm induction Session 1: Session 2: Session 2: Session 2: Session 2: Session 2: 1-3pm 1-3pm 1-3pm 1-3pm 1-3pm 1-3pm Monday Tuesday Wednesday Thursday Friday Saturday 3-May 4-May 5-May 6-May 7-May Waihola Clinton Kaitangata Balclutha Milton School/ Community Community Library Library Volunteer Hall Library Moving on to Library Dunedin for Session 1: Session 1: Session 1: Session 1: Session 1: start Monday 10am-12pm 10am-12pm 10am-12pm 10am-12pm 10am-12pm 10 May Session 2: Session 2: Session 2: Session 2: Session 2: 1-3pm 1-3pm 1-3pm 1-3pm 1-3pm

45 2 INFORMATION CENTRES REPORT

2.1 Visitor Statistics Despite ongoing border limitations and the resulting loss of many overseas tourists, domestic visitors are certainly making the most of New Zealand’s stunning attractions, with the Catlins proving to be a bucket list destination!

The retail shop at the Clutha i-SITE continues to draw visitors in, both locals and passers- by.

March Visitor Statistics

Origin Mar Mar +/- % FYTD FYTD +/- % 2020 2021 Variation 2020 2021 Variation Balclutha Domestic 731 1,273 542 74% 7,497 8,258 761 10% International 300 15 -285 -95% 6,065 174 -5,891 -97% Lawrence IC Domestic 437 873 436 100% 3,693 5,021 1,328 36% International 167 13 -154 -92% 1,779 71 -1,708 -96% Lawrence SC Domestic n/a 4 n/a n/a n/a 12 n/a n/a International n/a 0 n/a n/a n/a 0 n/a n/a Milton IC Domestic 163 175 12 7% 1,385 1,377 -8 -1% International 70 3 -67 -96% 427 20 -407 -95% Milton SC Domestic n/a 0 n/a n/a n/a 12 n/a n/a International n/a 0 n/a n/a n/a 0 n/a n/a Owaka Domestic 697 2,632 1,935 278% 7,478 12,273 4,795 64% International 437 53 -384 -88% 5,326 388 -4,938 -93% Tapanui Domestic 15 10 -5 -33% 136 113 -23 -17% International 7 1 -6 -86% 67 3 -64 -96% Total Domestic 2,043 4,967 2,924 143% 20,189 27,066 6,877 34% International 981 85 -896 -91% 13,664 656 -13,008 -95%

2.1.1 Information Centre Tourism Sales (Clutha i-SITE / Catlins Visitor Information Centre)

Some mixed results from our bookings for March, with a small reduction in New Zealand wide bookings, but a large increase in enquiries for local operators. These have been primarily North islander visitors requesting assistance to find somewhere to stay locally, especially around the Catlins.

With pressure going on in accommodation and activity sectors in the Lower South Island, the i-SITE team have also seen an increase in locals and visitors calling in to book ahead for Stewart Island, Milford & Doubtful Sound ferry bookings and cruises.

Many visitors report not having been to the Clutha District before, and comment that they are thoroughly enjoying the slower pace of life, friendly people and fantastic weather.

46 2.1.2 Total Value of Commissionable Bookings (Clutha i-SITE / Catlins Visitor Information Centre)

2.1.3 Total Value of Non-Commission Referrals (Clutha i-SITE / Catlins Visitor Information Centre)

Non-commission referrals are those bookings that are made to Clutha District tourism operators, who pay an annual fee to display their brochures at both the Clutha i-SITE and Owaka Information Centre.

47 2.1.4 Clutha i-SITE Merchandise Sales (excluding GST)

The i-SITE supports local producers and vendors by displaying and selling local products of interest to the region’s visitors.

Retail sales continue to rise, as people enjoy the greater offering and retail experience in the new space.

48 Corporate & Property Committee Item for INFORMATION

Report Corporate Services Report Meeting Date 29 April 2021 Item Number 7 Prepared By Karen Piercy – Corporate Services Administrator File Reference 513978

REPORT SUMMARY The report covers funding scheme payments and rate rebates since the last meeting.

RECOMMENDATION That the Corporate & Property Committee receives the Corporate Services Report.

49 REPORT

1 Funding Schemes

1.1 Creative Communities New Zealand Funding Scheme

The third funding round closed on 1 March 2021. The committee met on 25 March to consider the ten applications received and awarded funding as follows: NAME PROJECT FUNDING AMOUNT AMOUNT CRITERIA REQUESTED APPROVED $ $ Anne Wai Chin Lawrence Lantern Festival Diversity 1,990.00 1,990.00 Cheng & Activities – Lion Dance Workshops 2021 Jacqueline Eales Te Reo Maori Poi/Ukelele Diversity 4,950.00 1,779.00 Workshops Corrina Laurie Limestone Carving Access and 500.00 500.00 Courses with Idea Services Participation Jillian Penn Sand Mandala Diversity 3,650.00 3,461.00

Project Bruce Milton Student Street Art Young People 2,500.00 2,500.00 project South Otago Dreams are Free Access and 5,255.00 4,445.00 Theatrical Society Participation Tapanui Playcentre To Matou Kainga. Create a Young People 1,473.00 1,473.00 living mural that represents our Playcentre and community. West Otago Annie Young People 3,000.00 3,000.00 Theatrical Society South Otago School To teach children to play Music 3,000.00 3,000.00 of Bagpipes – the pipes and read music. Donald Wilson

Total 22,148.00

One application was declined as it the project was not well enough developed. The applicant has been invited to apply to the next funding round closing 1 September 2021.

2 General Grant Allocation Council provides general grants to assist organisations providing projects/activities which benefit the residents of communities within the Clutha District. General grants are limited to the following categories:

Reimbursement of Council fees and charges. Reimbursement of rents for properties leased from Council. Reimbursement of hire charges for community centres and community halls. 50 2.1 Reimbursement of Fees and Charges

Since the last meeting, the following reimbursements have been made for Council fees and charges:

Organisation Reimbursement of Council fees and charges for: Amount $ Clutha Filipino Society Reimbursement of rent for the hire of the 310.00 Balclutha War Memorial Hall for the Christmas party held 19 December 2020. Tokomairiro A&P Reimbursement of marquee consent costs for the 300.00 Society A&P show on 12 December 2020. Bruce Community Reimbursement of rent for the hire of the Milton 200.00 Facilities Trust Coronation Hall for the City Forest Safe Start breakfast fundraiser held 12 January 2021. Clutha Community Reimbursement of rent for the hire of the 385.00 Hub Charitable Trust Balclutha War Memorial Hall for the Last Dance held 16/12/20

The balance of the 2020-21 fund is $10,119.25.

2.2 Reimbursement of Rent or Lease No rent reimbursements have been made since the last meeting.

3 Clutha District Community Service Awards At its meeting held 6 August 2020, Council resolved the following:

Moved Councillors Thomson/Ludemann and Resolved:

“That Council receives the ‘Civic Awards Scheme’ report.

That the awards scheme is renamed as the Clutha District Community Service Awards and held annually during Volunteer Week in June.

That Council agrees to hold this year’s awards in October 2020 and only include Individual and Youth Awards with Not for Profit and Community Groups included from 2021.

That Council sets aside funding in the Long-Term Plan 2021-31 to support the awards.”

National Volunteer Week is to be held from 20 – 26 June, therefore the Clutha District community Service Awards, encompassing the Individual Awards, Community Group Awards and Youth Spirit Awards, are to be held during that week.

The Rosebank Lodge has been booked for this function, which will be held after the council meeting on 24 June. Councillors have already been sent calendar invites and are requested to please keep this evening free.

Advertising for nominations is underway. Nominations and entries close Friday 28 May 2021. 51 The Corporate Services Administrator has prepared a staff submission to the Long-Term Plan requesting ongoing funding for the function and prize money.

4 Rates Rebate Scheme Listed below are details of applications received for the rates rebate scheme for the period 1 July 2020 to 1 April 2021 with comparative figures for a similar period last year.

Rate Rebates This Year Last Year Applications Received 476 493

Total amount of Rebates paid $267,164.61 $272,229.65

Average amount of Rebate $561.27 $552.19

52 Corporate & Property Committee Item for INFORMATION

Report Creative Communities Assessment Committee Minutes Meeting Date 29 April 2021 Item Number 8 Prepared By Karen Piercy – Corporate Services Administrator File Reference 514689

REPORT SUMMARY

Attached are the unconfirmed minutes of the meeting of the Creative Communities Assessment Committee held on 25 March 2021 for noting.

RECOMMENDATION

1. That the unconfirmed minutes of the meeting of the Creative Communities Assessment committee held on 25 March 2021 be noted. 53 Creative Communities Scheme Assessment Committee

Minutes of the meeting of Creative Communities Scheme Assessment Committee held in the Cross Recreation Meeting, on 25 March 2021 commencing at 3.01 pm.

Present Ken Payne (Chairperson), Lindy Chinnery, Councillor Mel Foster, Russell Johnston, Jenny O’Connell Jo-Anne Taylor.

In Attendance Karen Piercy (Corporate Services Administrator).

Apologies Sheila Bishop Julie-Anne Mallon and Sarah Van Asperen.

Moved Councillor J O’Connell/L Chinnery and Resolved:

“That the apologies be sustained.”

URGENT BUSINESS There was no urgent business.

Councillor Foster declared a conflict with Robyn O’Malley and the Lawrence Arts Festival projects.

PUBLIC FORUM

The following spoke in person and via Zoom about their applications and answered questions from the Committee:

1. Anne Cheng Anne Cheng spoke about Lawrence Lantern Festival and the Lion Dance workshops. Waitahuna School fully support the application but are not involved in running the workshops.

2. Jill Penn & Alison Adams Jill Penn spoke about the sand mandala project, explaining the creation and deconstruction process. The sand is marble, which is hand crushed and coloured in India. Part of the deconstruction ceremony involves pouring the sand into running water, therefore Jill and Alison were advised to contact the Otakou Runanga to request permission to do this. 54

3. Donald Wilson

Don Wilson updated the Committee on the progress of students to date. He is currently teaching 10 students. They played at the Balclutha A&P Show at Christmas and he is looking at restarting a local competition.

4. Bronwyn Matthews

Bronwyn Matthews spoke via Zoom about the Artisans on Main craft workshops she is hoping to run in Milton. The workshops will have a focus on traditional skills in greenstone carving, flax weaving, wood working, Oamaru stone carving, crochet, and knitting. This is to keep traditional and cultural crafts alive and ultimately to provide an income stream for those who take these up.

The business is a collective and not for profit. The artists pay weekly fees towards shop rent, power, and advertising.

5. Jacqueline Eales

Jacqueline Eales spoke by Zoom about the Tapanui Playcentre mural project explaining how this project would be run.

1 CONFIRMATION OF MINUTES The minutes of the Creative Communities Assessment Committee meeting held 9 December 2020 were presented for the Committee’s confirmation.

Moved: J-A Taylor/R Johnston and Resolved:

“That the Creative Communities Assessment Committee confirms as a true and correct record the minutes of the meeting held on 9 December 2020.”

2 PROMOTION OF THE SCHEME The Corporate Services Administrator presented a report outlining advertising placed to promote the scheme. The scheme was extensively advertised throughout the district.

Moved Councillor Payne/L Chinnery and Resolved:

“That the Creative Communities Scheme Assessment Committee receives the Promotion of the Scheme report.”

3 FINANCE REPORT The Corporate Services Administrator presented a financial summary for the funding scheme for the period 1 July 2020 to 1 March 2021.

The amount available for distribution for round two is $22,565.00.

Moved Councillor Foster/R Johnston and Resolved:

“That the Creative Communities Scheme Assessment Committee receives the Finance Report.”

4 APPLICATIONS The Corporate Services Administrator presented the ten applications submitted for consideration in this funding round.

Russell Johnston declared a conflict with the West Otago Theatrical Society application but was invited to remain at the meeting in order to answer questions from the Committee. He abstained from voting on that application.

Moved Councillor Payne/J O’Connell and resolved:

“That the Creative Communities Scheme Assessment Committee receives the Applications Report.”

Moved J-A Taylor/J O’Connell and resolved:

“That the Creative Communities Scheme Assessment Committee approves the following applications:

• Anne Wai Chin Cheng, Lawrence Lantern Festival and Activities – Lion Dance Workshops $1,990.00

• Corrina Laurie – Limestone Carving Courses with Idea Services $500.00, subject to providing an invoice for materials and a letter from Idea Services advising of the number of attendees at the completion of project.

• Jillian Penn – Sand Mandala project $3,461.00, noting that the grant does not cover the $159.00 banner.

• Project Bruce – Milton Student Street Art Project $2,500.00. subject to providing a letter from the Tokomairiro High School Principal confirming that the project is not part of the school curriculum.

• South Otago School of Bagpipes, Donald Wilson $3,000.00 to teach young people to play the bagpipes and read music.”

Moved L Chinnery/J O’Connell and resolved:

“That the Creative Communities Scheme Assessment Committee does not accept the application from Artisans on Main NZ as it is not sufficiently developed, but that the group be invited to apply to the next funding round with a schedule of workshops and budgets.”

Moved Councillors Payne/Foster and resolved:

“That the Creative Communities Scheme Assessment Committee approves $1,779.00 to Jacqueline Eales for Te Reo Maori Poi/Ukelele workshops, noting that this grant does not cover the ukelele’s as these are capital items.”

Moved Councillor Foster/L Chinnery and resolved:

“That the Creative Communities Scheme Assessment Committee approves $4,445.00 to the South Otago Theatrical Society for the production Dreams are Free, noting that this grant does not include capital assistance fund, cast suppers, Royalties, hire fees and Westpac Trust building fund.”

Moved R Johnston/J O’Connell and resolved:

“That the Creative Communities Scheme Assessment Committee approves $1,473.00 to Tapanui Playcentre for To Matou Kainga mural.”

Moved L Chinnery/Councillor Foster and resolved:

“That the Creative Communities Scheme Assessment Committee approves $3,000.00 to West Otago Theatrical Society for the sinfonia in the production Annie.”

5 PROJECT REPORT FORMS RECEIVED REPORT The Corporate Services Administrator presented the following Project Completion Reports:

• Project Bruce Heteroglassia Project • Lawrence Country Dance, Quentin Currall • South Otago Spinners & Weavers • West Otago Theatrical Society – Variety Concert • South Otago School of Bagpipes – Donald Wilson

Moved L Chinnery/J-A Taylor and Resolved:

“That the Creative Communities Scheme Assessment Committee receives the Project Report Forms report.”

6 CORRESPONDENCE The Corporate Services Administrator presented copies of correspondence since the last meeting.

Moved Councillor Foster/R Johnston and resolved:

“That the Creative NZ Scheme Assessment Committee receives notification of correspondence in and out.”

7 CREATIVE COMMUNITIES SCHEME CLOSING DATES 2021/22 The Corporate Services Administrator presented a report on the 2021/22 meeting dates for the 2021/22 financial year.

Moved L Chinnery/R Johnston and resolved:

1. “That the Creative Communities Scheme Assessment Committee receives the Creative Community Scheme Closing Dates report.”

2. “That the Creative Communities Scheme Assessment Committee sets the closing dates for the 2021/22 year as 1 September 2021, 1 March 2022, and 1 May 2022 if necessary.”

The meeting closed at 5.16 pm.

Confirmed

Ken Payne CHAIRPERSON 58 Corporate & Property Committee Item for INFORMATION

Report Corporate Properties Update Report Meeting Date 29 April 2021 Item Number 9 Prepared By John Scott – Group Manager Corporate Services File Reference 514690

REPORT SUMMARY This report provides an update on Corporate Properties.

RECOMMENDATIONS 1. That the Corporate & Property Committee receives the Corporate Properties Update Report.

59 1 Other Property Update Clutha District Council - Other Property Update 14 April 2021

Revenue to date

Monthly Rental - 64-66 Union Street 200 Farmland Rental - Port Molyneux Road 400 Sale of property - Kaitangata Highway 2 Southroads Limited - Rental of Crown Street Yard 5,808 Sale of Lawrence CHU Land 4,348 Lease Land - Road Reserve Gormack Street 2 Sale of property - 8 North Street, Clinton 6,957

Total Revenue 17,716

Clutha District Council - Other Property Update 14 April 2021

2021 2020 2019 2018 $ $ $ $ Income

Revenue to date 17,716 37,535 46,002 4,037

Total Income 17,716 37,535 46,002 4,037

Expenditure 6,535 32,443 17,672 9,713

Valuation - Port Molyneux Road - - - 1,000 Rates - Balclutha Properties - 8,774 5,591 7,101 Rates (ORC) - Hillend SD-Quarry Reserve - - - 1,613 Rates (ORC) - Aitchison Runs Road Tuapeka 1,475 1,391 1,433 - Rates on Sale of Maryport Street, Lawrence - - -259 - Rates on Sale of Main Road, Clinton - Cani Enterprises - - 1,785 - Rates on Sale of Side Street, Clinton - Grace - -512 - - Rates on Sale of property - Kaitangata Highway -220 - - - Rates on Sale of property - 8 North Street, Clinton -222 Rates - VTR Payment closed road sections - -35 - - Commission on Sale of Side Street, Clinton - Grace - 5,000 - - Rental Valuation Fees for Kaitangata Golf Club - - 1,055 - Valuation - Union Street Walkway - - 640 - Valuation - Freeholding Value Skerry Street, Clinton - 2,750 - - Valuation - Pounawea Motor Camp - Market & Rental Valuations - 3,500 - - Valuation - 2-4 Elizabeth Street - Existing Building - 1,195 - - Valuation - Rental review - Matariki Forests 400 - - - Legal Fees - 1,709 1,850 - Legal - Renewal of Lease - Tuapeka Mouth Domain - 200 - - Legal - Sale of property - 8 North Street, Clinton 854 Service of Trespass Notice - Exe Street Kaitangata - - 153 - Transfer of Extraordinary Water Costs - Crown Street Balclutha - - 1,064 - Consultancy - - 338 - 42 Sussex St Tapanui - find and repair water leak - - 806 - Repairs/Maintenance at the Toko Training Center 337 605 - - Repair blocked downpipe on building at 128 Union Street, Milton - 204 - - Building Repairs 179 Replace internal downpipe at 51 Ajax St, Milton 278 Clean out rubbish - Council yard - - 673 - Electrical Inspection & Power Connection - Crown Street Balclutha - - 822 - Purchase of Land - Union Street, Milton - - 1,722 - Fencing Materials - Capital Works at the Old Plantation Site - 850 - - Boyd Street Stirling - Preliminary Engineering - 6,659 - - Insect Spray - 31 - - McDonough Contracting - spray ex forestry Balclutha Golf Course 2,057 - - - Linda May - Power Reimbursement - 124 - - 1/2 Share of Boundary Fence - 333 Union Street 1,120 - - - Advertising - Council Land for Lease 277 - - -

Total Expenditure 6,535 32,443 17,672 9,713

Net Income/(Loss) 11,181 5,092 28,329 -5,676

60 2 Cribs, Endowment Land and Other

Clutha District Council - Cribs, Endowment Land and Other Update 14 April 2021 YTD

2021 2020 2019 2018 $ $ $ $ Income

Rentals 6,950 8,288 11,178 12,597 Rental - Crib Sites 110,851 108,982 101,891 95,970 Lease - Endowment 92,110 94,665 94,065 92,824 Lease - Other 47,846 50,397 49,999 51,348 Miscellaneous Income - Tautuku Cribsite 292 292 292 292

Total Income 258,049 262,625 257,425 253,031

Expenditure

Rates - ORC 5,625 7,129 6,947 5,909 Rates - CDC - 110,623 106,842 75,738 General Expenses 1,615 - 2,285 - Insurance 3,639 3,538 2,409 1,621 Legal Expenses 700 - 2,250 - Valuation Expenses 6,430 13,365 675 4,790 Consultancy - 915 - - Electricity - 127 - - Building Repairs 383 1,283 1,402 1,644 Building Repairs - Hair Works Building - - 3,191 1,344 Non Routine Maintenance - 53 - - Internal - Others (Overheads) 23,488 29,552 29,374 19,599

Total Expenditure 41,879 166,584 155,375 110,644

Net Income/(Loss) 216,171 96,041 102,050 142,387

UAGC Rates Offset - CDC 158,146 207,879 203,402 213,176

Net Income/(Loss) after UAGC Rates Offset 58,024 -111,838 -101,352 -70,790

61 Corporate & Property Committee Item for INFORMATION

Report Development Properties Update Report Meeting Date 29 April 2021 Item Number 10 John Scott – Group Manager Corporate Services Prepared By Steve Hill – Chief Executive File Reference 514691

REPORT SUMMARY The report contains an update on our Development Properties since the last meeting:

• Plantation Heights – sales steady – no impairment required.

• Rosebank Industrial – no sales banked yet – no further impairment required over and above 30 June 2020.

• Kaitangata – some losses incurred to date – impairment of $35k as of 30 June 2020.

• New - Rosebank Terrace Subdivision – work has commenced with total costs of $17k to date.

RECOMMENDATIONS 1. That the Corporate & Property Committee receives the Development Properties Update Report.

62 REPORT

1 Plantation Heights • Risks and Mitigations: • The financial risk to CDC is not selling all the sections. With progress on the intensification in Monterey Drive such that all 14 Lots have sale and purchase agreements and only 4 Lots not yet sold out of 71 Lots in total, the risk is minimal.

• No impairment is anticipated as our forecast sale proceeds exceed our held cost.

• 10 sales have been made this year with an estimated gain of $26k.

Development Property - Other Gains and Losses Total 2021 2020 2019 2018 2017 2016 $000 $000 $000 $000 $000 $000 Plantation Heights

Proceeds from Sales 4,125 1,007 871 1,002 1,245 0 0

Cost of Sales 3,835 980 848 956 1,050 0 0

Gain Plantation Heights 290 26 23 46 195 0 0

Fair Value Assessment at 14 April 2021

Remaining Sales Estimate 1,667

Book Value of WIP 1,624

Surplus Remaining - No impairment Required 44

2 Rosebank Industrial • Risks and Mitigations: o Risk of arsenic contamination after disturbing the ground during the development. Whilst the risk remains the latest testing show no breaches. That has meant the ORC no longer require any action or remediation from CDC. o The resource consent for the new discharge consents which are holding up settlement for our sale and purchases has been hastened. • In 2019 Council impaired the asset by $353k as the likely sales income was lower than the cost in or books at year end. This loss included an estimated cost of $200k for the side lane off State Highway 1. For the year ended 30 June 2020, $153k of this impairment was reversed in order to increase closing book value to agree with the fair value assessment of $1,206k as per the annual report. • At this stage we do not consider there is a need to impair the asset further.

Development Property - Rosebank Industrial - Update 14 April 2021 2021 2020 2019 2018 2017 2016 $000 $000 $000 $000 $000 $000

Opening Balance 1,206 824 25 999 732 0

Additions in current year 98 229 1,152 602 547 732

Less Amounts expensed due to sale 0 0 0 -1,576 -280 0

Less Amounts expensed due to anticipated loss -98 153 -353 0 0 0

Closing Balance 1,206 1,206 824 25 999 732

Fair Value Assessment 0 1,206 1,206

3 Kaitangata Subdivision • Risks and Mitigations: • The financial risk to CDC is not recovering all the costs on the sale of each house and land package.

• CDC can become more active in marketing or down spec the build to suit market conditions.

• We recognised a $36k impairment in 2020 based on an estimated fair value of $344k as of 30 June 2020. With Council approval to proceed with additional house builds, we are considering Kaitangata development as a total, and any impairment will be recovered through subsequent sales.

• The House in Wyre Street has now sold with proceeds of $309k. A contract has been let for the second house on the second Lot scheduled for a February 2021 construction start, a deposit of $26k has now been paid on this.

• In January/February, amounts of $70k have been paid for the purchase of 26 & 28 Needles Street, $65k for 84 & 86 Eddystone Street, $43k for 24 St Catherine Street, $35k for 8 Dartmouth Street and $35k for 34 St Catherine Street, as well as the associated legal and rates costs. A progress payment of $5k has now also been made to Buchanan Building Limited for 24 St Catherine Street. 64 Development Property 2021 2020 2019 $000 $000 $000 Kaitangata House & Land Packages

Opening Balance 345 58 0

Plus: Additions in current year 302 342 58

Less: Amounts expensed due to sale -274 -20 0

Less: Impairment Loss 0 -36 0

Closing Balance 373 345 58

Development Property - Other Gains and Losses Total 2021 2020 2019 $000 $000 $000 Development Property

Proceeds from Sales 328 309 20 0

Cost of Sales 293 274 20 0

Gain Kaitangata House & Land Packages 35 35 0 0

4 Rosebank Terrace Subdivision • Work has commenced on investigating this new subdivision, with a total $17k of invoices/purchase orders to date.

65 Clutha District Council - Rosebank Terrace Subdivision Update 14 April 2021

2021 $000 Income

Total Income -

Expenditure

Total Expenditure -

Net Income/(Loss) -

Capital Expenditure

Contract Payments & Professional Services 17

Total Capital Expenditure 17

Outstanding balance to be recovered - 17 66 Corporate & Property Committee Item for DECISION

Report Corporate & Property Committee Work Programme Report Meeting Date 29 April 2021 Item Number 11 Prepared By John Scott – Group Manager Corporate Services File Reference 514692

REPORT SUMMARY The Corporate & Property Committee has certain responsibilities reflected in its Terms of Reference.

To discharge these responsibilities a work programme has been devised.

The ‘green’ highlights reflect the work completed since the last committee meeting.

RECOMMENDATION 1. That the Corporate & Property Committee receives the Corporate & Property Committee Work Programme Report.

Clutha District Council

Corporates and Property Committee Work Programme - January to December 2021 67

Meeting Dates 2020 Approach Action 4-Feb-21 18-Mar-21 29-Apr-21 9-Jun-21 22-Jul-21 2-Sep-21 13-Oct-21 25-Nov-21

Areas of Responsibility

To ensure the maintenance and development of all corporate services necessary to an effective and To monitor the overall financial performance of Council and report accordingly. Produce Statement of Financial Position See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on Critically interrogate Statement of with narrative explaining material variances Management Management Management Management Management Management Management Management Financial Position to budget. Accounts Accounts Accounts Accounts Accounts Accounts Accounts Accounts Critically interrogate Statement of Produce Statement of Comprehensive See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on Comprehensive Revenue and Revenue and Expenditure with narrative Management Management Management Management Management Management Management Management Expenditure explaining material variances to budget. Accounts Accounts Accounts Accounts Accounts Accounts Accounts Accounts

Please note the Please note the Please note the Please note the Please note the Please note the Please note the Please note the Organisational Organisational Organisational Organisational Organisational Organisational Organisational Organisational Performance Report Performance Report Performance Report Performance Report Performance Report Performance Report Performance Report Performance Report is now split up into is now split up into is now split up into is now split up into is now split up into is now split up into is now split up into is now split up into To monitor levels of service and performance activities and Produce Organisational Performance the Regulatory & the Regulatory & the Regulatory & the Regulatory & the Regulatory & the Regulatory & the Regulatory & the Regulatory & services under the Committees areas of responsibility . Those Receive Report. Report on Service Request contact and Policy and Service Policy and Service Policy and Service Policy and Service Policy and Service Policy and Service Policy and Service Policy and Service areas are as follows: responsiveness. Delivery Agendas Delivery Agendas Delivery Agendas Delivery Agendas Delivery Agendas Delivery Agendas Delivery Agendas Delivery Agendas where questions can where questions can where questions can where questions can where questions can where questions can where questions can where questions can be answered by the be answered by the be answered by the be answered by the be answered by the be answered by the be answered by the be answered by the team members. team members. team members. team members. team members. team members. team members. team members.

- Administration Receive Report. As and when required. - Information systems and technology Receive Report. As and when required. See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on See agenda item on Prepare Investment Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and Nikko Portfolio and - Investments, including forestry and property Receive Report. Development Property Update Reports Development Development Development Development Development Development Development Development Properties Properties Properties Properties Properties Properties Properties Properties See agenda item - See agenda item - See agenda item - See agenda item - See agenda item - See agenda item - See agenda item - See agenda item - - Libraries / Service Centres Receive Report. Produce Libraries / Service Centre Report Library Service Library Service Library Service Library Service Library Service Library Service Library Service Library Service Centres Report Centres Report Centres Report Centres Report Centres Report Centres Report Centres Report Centres Report - Long Term Plan, Annual Plan and Annual Report Receive Report. As and when required. - Treasury (including financial forecasts) Receive Report. As and when required. To confirm work programmes and priorities (within Council approved budgets) for activities and services under the Approve Work Plan. Produce and Update this document. Committee's areas of responsibility.

Categorising Council's land in accordance with Policy Receive Report. As and when required.

Monitor and review compliance with Council's direction and parameters for the property portfolio to provide best benefits to Receive Report. As and when required. Council and the community.

Advising and determining when a variance to the market rate is Receive Report. As and when required. required for leases and rentals on Council property.

Power to Resolve To write off debts owed to Council (where value of the debt Approve write off. As and when required. exceed cost of collection). To lodge submissions to external bodies on policies and legislation Provide inputs to prepared As and when required. relevant to the delegated areas of responsibility. submission. To evaluate and grant or decline applications for reimbursement of fees and charges greater than $750. The Mayor is delegated to Approve reimbursement. As and when required. decide on those up to $750. Authority to allow lease and rental agreements for Council owned Approve rental variance. As and when required. land / property that vary from the market rate. Plan and review silviculture activities in Council owned forestry Receive Report As and when required. blocks. Already been done. Authority to categorise land in accordance with Policy. Handle any change requests as they As and when required. arise. Authority to monitor and review compliance with Council's direction and parameters for the lease, sale, purchase or Receive Report As and when required. development of all Council land. Power to Recommend Relevant parts of the Council's Long Term Plan, Annual Plan and Recommend to Council. As and when required. Annual Report Changes to policy and levels of service to the activities and services Recommend to Council. As and when required. under the Committee's area of responsibility. Level of fees and charges for activities and services under the Recommend to Council. As and when required. Committee's areas of responsibility. To evaluate, investigate and consult with the public over rating Recommend to Council. As and when required. systems and make subsequent recommendations to Council. To recommend policies on rating, loans and funding of capital Recommend to Council. As and when required. works. Sale or purchase relating to property Recommend to Council. As and when required. For uplifting or designation of reserves. Recommend to Council. As and when required. Council policy relating to property. Recommend to Council. As and when required. Actions proposed arising from monitoring and review Recommend to Council. As and when required. responsibilities being fulfilled. Any other matter within the areas of responsibility above. Recommend to Council. As and when required.

Meeting Dates 2020 Approach Action 4-Feb-21 18-Mar-21 29-Apr-21 9-Jun-21 22-Jul-21 2-Sep-21 13-Oct-21 25-Nov-21